New BlogsNew HR.com blogshttp://www.hr.com/newblogs
Wed, 13 Dec 2017 21:00:11 -0500Siteforum feed creator v2.0engCompulsive Leaders Pose Unique Challengeshttps://www.hr.com/en/app/blog/2017/12/compulsive-leaders-pose-unique-challenges_jb5e7rce.html
Most corporate cultures place a high value on accomplishment and productivity, which explains why so many compulsive, driven leaders rise to executive positions.
<br />&nbsp;
<br />While compulsive leaders can claim credit for myriad workplace advancements, their obsession with tasks and goals contributes to employee dissatisfaction and disengagement.
<br />&nbsp;
<br />If you report to a compulsive leader, you likely experience mixed feelings over completing great work vs. bearing the pain that comes with it.
<br />&nbsp;
<br /><strong>Are You Compulsively Driven?</strong>
<br />&nbsp;
<br />Compulsive leaders are often referred to as control freaks. They&rsquo;re obsessed with producing, orchestrating, winning and looking the part. Compulsive leaders are appreciated from the top echelons, but not as much from the bottom ones. They are overachievers, and expect their people to be as efficient and goal-oriented as they are. Unfortunately, it&rsquo;s not a realistic expectation.
<br />&nbsp;
<br />Their insistence on hard work and achievement overshadows people&rsquo;s needs, suggests Beatrice Chestnut, PhD, in <a href="https://www.amazon.com/Types-Leadership-Mastering-Century-Workplace/dp/1682611485" target="_blank" rel="nofollow"><i>The 9 Types of Leadership: Mastering the Art of People in the 21st Century Workplace</i></a> (Post Hill Press, 2017).
<br />&nbsp;
<br /><strong>The Pros and Cons of Compulsiveness</strong>
<br />&nbsp;
<br />Though the compulsive mindset is hard to deal with, there are some beneficial aspects of this type of leadership style. The compulsive leader:
<br /><ul><li>Accomplishes goals and achieves results</li><li>Brings a spirit of excellence to the workplace</li><li>Runs a tight ship and knows what&rsquo;s going on</li><li>Is dedicated to people who do good work</li><li>Inspires dedication and teamwork</li></ul>
<br />But the fallout from adverse effects can far outweigh the positives. A compulsive leader:
<br /><ul><li>Can be insensitive and rough on people</li><li>Is intolerant of mistakes or slow work</li><li>Often sets the bar unachievably high</li><li>Micromanages &ldquo;underperformers&rdquo; and shows favoritism to achievers</li><li>Can&rsquo;t deal with failure and doesn&rsquo;t learn from it</li><li>Can overwork into exhaustion and suffer from bad judgment</li><li>Lacks humility and openness to vulnerabilities</li><li>Has a one-track mind that can reject others&rsquo; input</li><li>Causes dissention and disunity, stemming from a lack of people skills</li></ul>
<br />These negatives can clearly put an organization in a poor position for long-term success. Coaches can help leaders take healthier approaches to success without the collateral damage to the workforce.
<br />&nbsp;
<br /><strong>The Signs of a Compulsive Leader</strong>
<br />&nbsp;
<br />Certain outward behaviors signal to people they&rsquo;re working for a compulsive leader. Some are subtle and need to be observed over time. Others are obvious when first experienced.
<br />&nbsp;
<br />Compulsive leaders demonstrate high energy and dedication to long hours without complaint. Their emphasis on results is reflected in their speech and decisions. They are bottom-line people, often cutting off others to get to the main point. They take the direct and ultra-efficient approach. They refer to their accomplishments as a matter of habit and continuously cite their goals.
<br />&nbsp;
<br />Compulsive leaders are obsessed with speed. Productivity looms large in their interactions, with tasks and checklists overriding feelings or emotions. They seek the upper hand and search for ways to win. Unable to sit still, they make every minute count.
<br />&nbsp;
<br />Compulsive leaders also become impatient with discussions they deem too long or tasks that exceed their budgeted time frames. Slow people and inefficient meetings frustrate them, as do unnecessary explanations. Compulsive leaders are more concerned about averting delays than how their behavior affects those around them.
<br />&nbsp;
<br />Image management is another noticeable trait, Dr. Chestnut notes. They will shape-shift to portray the image of success they believe others have, which takes a lot of work. They outwardly enjoy being in charge and having things done their way.
<br />&nbsp;
<br />Their lack of interest in engagement, social skills or empathy indicates a greater priority on tasks. Being disconnected from people affects every aspect of the work environment, which the compulsive leader rarely recognizes.
<br />&nbsp;
<br /><strong>The Compulsive Mindset</strong>
<br />&nbsp;
<br />Understanding compulsive leaders&rsquo; perspectives and motivations can help them transition to healthier behavior.
<br />&nbsp;
<br />Compulsive leaders believe only hard work and achieving their goals will bring them the rewards of power, influence, possessions and recognition. In their minds, this reward system is the only means of personal fulfillment. To compulsive leaders, what they do is who they are. Their principal purpose is to meet their goals, accomplish their tasks and win. From their perspective, their degree of excellence in realizing these priorities determines their self-worth.
<br />&nbsp;
<br />To ensure none of their efforts go unnoticed, compulsive leaders maintain a highly successful image, which draws the admiration they need to further fill their self-worth tank. The image machine works overtime to match different people&rsquo;s views of success. Keeping all the plates spinning is worth the potential payoff.
<br />&nbsp;
<br />The ultimate goal is a spotless record. Anything that could potentially lead to failure must be avoided. But if the unthinkable happens, failures are downplayed or denied. Compulsive leaders adopt a can-do attitude to bolster a confidence level that drives them to press on.
<br />&nbsp;
<br />Emotions, they believe, get in the way and slow things down. Controlling their feelings isn&rsquo;t as easy as controlling tasks, so they&rsquo;ll do their best to ignore them. Keeping things superficial&mdash;tasks, duties, goals and appearances&mdash;is more manageable. Compulsive leaders are out of touch with their inner selves and have a poor grasp of who they really are outside their professional roles.
<br />&nbsp;
<br />In the same vein, other people&rsquo;s feelings are cumbersome and best kept off limits. Following procedures and schedules is all people need to do. Emotions inhibit productivity, so others&rsquo; personal needs are a low priority for compulsive leaders. Many of their staff&rsquo;s personal difficulties go unaddressed and wouldn&rsquo;t be understood.
<br />&nbsp;
<br /><strong>Blind Spots</strong>
<br />Compulsiveness can be viewed as emphatic behavior driven by an intense internal focus. Thus, compulsive leaders are likely unaware of the personal difficulties they cause their people.
<br />&nbsp;
<br />When employees&rsquo; feelings or needs go unaddressed, morale, engagement and unity suffer heavy blows. Consequently, work quality suffers, thereby fostering further unfortunate leadership responses. This downward spiral feeds upon itself.
<br />&nbsp;
<br />Diminished team performance makes it harder for compulsive leaders to maintain their image of success, and the pressure affects everyone. Leaders with a one-track mind blame their employees for any problems, with no idea that the true source is much closer.
<br />&nbsp;
<br />A coach can help steer compulsive leaders away from damaging habits and toward healthier ones by posing some introspective questions:
<br /><ul><li>Can you get in touch with your feelings? Why not?</li><li>Do you believe your people have no feelings?</li><li>How do you think people respond when their feelings go unaddressed? What does the eventual outcome look like?</li><li>How is a person&rsquo;s true value determined? Is it task related?</li><li>What would happen if you slowed down? What&rsquo;s the likelihood of this result?</li><li>What&rsquo;s so devastating about failure? Can anything be learned from it?</li><li>Are you ever concerned about burning out? How could burnout affect your leadership abilities?</li><li>How has striving for recognition helped you?</li><li>What signs would indicate your people don&rsquo;t trust you? Would it bother you to miss these signs?</li></ul>
<br />Working through these issues and reframing their mindset can help compulsive leaders recognize trouble spots and potential remedies.
<br />&nbsp;
<br /><strong>Counsel for Compulsive Leaders</strong>
<br />&nbsp;
<br />It&rsquo;s difficult for compulsive leaders to identify with feelings (their own or others&rsquo;). It&rsquo;s also hard for them to step outside their own perspective. One effective approach involves training that focuses on relating to people.
<br />&nbsp;
<br />Compulsive leaders must learn to value the power of engagement: the relational aspects of working together. Accepting the notion that their success depends on other people proves to be a great epiphany. Ultimately, the goal in coaching is to reverse their priorities: away from their own success and toward their staff&rsquo;s. If their people do well, their professional success follows.
<br />&nbsp;
<br />Leaders must recognize that people aren&rsquo;t simply tools to be used to achieve desired results. Staff members are valuable resources that make the organization function optimally; they&rsquo;re worthy of respect and appreciation. Failure to provide this consideration drastically diminishes their value as resources.
<br />&nbsp;
<br />Other key steps can help leaders reduce their compulsive tendencies and reconsider their values:
<br /><ol><li>Assess what constitutes real self-worth. Is it what you can gain for yourself, or is there more value in making a lasting contribution by developing others?</li><li>Get in touch with your emotions and become more self-aware to enhance your leadership impact on others and the world around you.</li><li>Accept people and their traits. Learn to work on a more relational level, appreciating what they offer rather than fighting it.</li><li>Embrace failure and learn from it. Failure can offer the best lessons for future success. It&rsquo;s not nearly as fatal as you once believed. It&rsquo;s normal.</li><li>Step back and make note of the responses you see when you enact the previous steps. You are strengthening your workplace culture.</li></ol>
<br />Compulsive leaders need a new frame of reference. Benefiting oneself is a narrow, less meaningful purpose than the good one can do with and through others. Leaders who derive fulfillment solely from feeling good about themselves enjoy only&nbsp; temporary benefits. Building a legacy holds greater meaning.
<br />&nbsp;
<br /><strong>Working for a Compulsive Leader</strong>
<br />&nbsp;
<br />Compulsiveness is a tough trait to manage. It takes a special awareness and understanding to work with a compulsive leader. Staff can start by recognizing the compulsive personality&rsquo;s fundamental traits.
<br />&nbsp;
<br />Addressing a compulsive leader&rsquo;s needs requires people to give their best (the appropriate goal, regardless of leadership type). Every reasonable effort should be made to complete assignments on time. Accountability is critical. Compulsive leaders greatly appreciate employees who own up to mistakes and offer solutions to correct them.
<br />&nbsp;
<br />Wasting leaders&rsquo; time and slowing them down won&rsquo;t help. Delivering needed information succinctly is important, as is alerting them early to any potential trouble. The aim is to find ways, in matters great and small, to help leaders succeed.
<br />&nbsp;
<br />Compulsive leaders should not be pressed for a personal relationship, but reciprocating is a good idea if they make the first gesture. It&rsquo;s wise to tread carefully and assess how personal the relationship should get. Leaders will respond to respect and appreciation, that doesn&rsquo;t veer into sycophancy or manipulation.
<br />&nbsp;
<br />As leaders work past their compulsive tendencies, tensions will ease and spirits will lift. Giving leaders positive feedback and thanks will enhance the transition even further.
<br />&nbsp;
<br />Dr. Maynard Brusman
<br />Consulting Psychologist &amp; Executive Coach
<br />Trusted Leadership Advisor
<br />
<br />Our services:
<br />
<br />● <strong>Executive Coaching</strong>
<br />● <strong>Mindful Leadership</strong>
<br />● <strong>Attorney Coaching</strong>
<br />● <strong>Emotional Intelligence and Conversational Intelligence (C-IQ) Workshops</strong>
<br />&nbsp;
<br />For more information, please go to <a href="http://www.workingresources.com/" target="_blank" rel="nofollow">http://www.workingresources.com</a>, write to mbrusman@workingresources.com, or call 415-546-1252
<br />&nbsp;
<br />&nbsp;
Wed, 13 Dec 2017 13:32:11 -0500https://www.hr.com/en/app/blog/2017/12/compulsive-leaders-pose-unique-challenges_jb5e7rce.htmlLeading Beyond Your Authorityhttps://www.hr.com/en/app/blog/2017/12/leading-beyond-your-authority_jb5dl323.html
In today&rsquo;s complex and dotted-line organizational culture, your job frequently requires buy-in from people outside your direct authority. Influencing people who report to someone else can prove daunting&mdash;and an even greater challenge if you confuse the principles of leadership and authority. (They&rsquo;re not the same.)
<br />&nbsp;
<br />Contrary to what you may have learned in leadership training, you can effectively guide people who are outside your realm of authority. To do so, you must understand what leadership truly is and how it appears to those who are looking for it.
<br />&nbsp;
<br />The traditional model of leadership requires control (authority) to &ldquo;make&rdquo; people do what they need to do. Pulling rank, so the thinking goes, forces them to fall in line and meet goals and objectives. Fortunately, this has become an outdated philosophy that, we have come to realize, ignores basic human behavior.
<br />&nbsp;
<br /><strong>Leadership vs. Authority</strong>
<br />
<br />People apply themselves and do their best when they <i>want</i> to, not when they&rsquo;re <i>forced</i> to. From a motivational standpoint, they seek interest, satisfaction, purpose, inspiration and personal reward. Having a sense of value and accomplishment encourages engagement&mdash;a virtually impossible prospect when they feel they&rsquo;re being controlled.
<br />&nbsp;
<br />Leadership fosters inspiration, whereas authority produces obligation. Authority is the supervisory responsibility to direct, decide and delegate. It is sometimes misused for personal gain.
<br />&nbsp;
<br />In contrast, leadership establishes goals or visions and inspires people to achieve them&mdash;a process accomplished through influence. Those influenced positively will follow willingly (the essence of true leadership).
<br />&nbsp;
<br />Leadership success depends on knowing how to influence people and breed a desire to follow (as opposed to trying to mandate it via formal authority). Following a leader is a choice based on desire; trying to mandate it is misguided and ultimately doomed to fail.
<br />&nbsp;
<br />Influence is the foundation of leadership, according to Clay Scroggins, author of <a href="https://www.amazon.com/How-Lead-When-Youre-Charge/dp/0310531578/ref=sr_1_18?s=books&ie=UTF8&qid=1503971141&sr=1-18" target="_blank" rel="nofollow"><i>How to Lead When You&rsquo;re Not In Charge: Leveraging Influence When You Lack Authority</i></a> (Zondervan, 2017). &quot;Leaders who consistently leverage their authority to lead are less effective in the long term than leaders who leverage their influence,&rdquo; he writes. Again, human behavior is the driving factor.
<br />&nbsp;
<br />While almost everyone has the ability to influence others and lead in some capacity, many leaders fail to be inspirational and fall back into their default position: an insistence on asserting their authority. Numerous research studies confirm that positional authority does not guarantee effective leadership. In fact, strongly wielded authoritative power has led to some of the poorest leadership outcomes.
<br />&nbsp;
<br />Your ability to influence people will determine whether you can lead those who report to others. Work on mastering the following principles to increase your sphere of influence.
<br />&nbsp;
<br /><strong>1. &nbsp;Be a Worthy Leader</strong>
<br />
<br />Show others how reliable, trustworthy and respectable you can be. You don&rsquo;t need to have formal authority over them to do this. Noble leaders naturally exude these attributes.
<br />&nbsp;
<br />Followers want to be associated with successful leaders. They listen to leaders with admirable traits, seeking hope, encouragement and professional possibilities. Also demonstrate confidence if you want others to work with self-reliance, advises Patricia Simpson in <a href="https://www.leadershipinstitute.org/news/?NR=12065" target="_blank" rel="nofollow">Leading Without Authority</a>, a July 2016 Leadership Institute article.
<br />&nbsp;
<br />Remember: People are watching you. They&rsquo;re searching for character in their leaders, and they appreciate working for individuals who improve their lives at work. They want to admire, respect and follow authentic leaders.
<br />&nbsp;
<br />Your identity relies heavily on how you view yourself. Knowing your abilities, limitations, values, mission and perspective allows you to perform an accurate self-assessment. Followers, colleagues and superiors will judge you on these factors, so you must continually work to improve your skills. You&rsquo;ll be rewarded with greater trust.
<br />&nbsp;
<br />People value leaders who have everyone&rsquo;s best interests at heart, including those outside your direct authority. Leaders who care about others are worth following. Being helpful, especially when there&rsquo;s no direct benefit to yourself, commands respect and influence.
<br />&nbsp;
<br />Your motivation and ambition should focus on achieving something, Scroggins notes. Followers want to take part in your achievements, as long as your goals aren&rsquo;t self-serving. Selfless leadership should generate a matching level of enthusiasm. (Both draw attention from a distance and are contagious.) It doesn&rsquo;t take long for the workplace to recognize where they originated.
<br />&nbsp;
<br />Dedication to excellence, without the intrusion of one&rsquo;s ego, is a catalyst for inspiration and influence. Take ownership of the quest for positive change, while also giving credit to others&mdash;a potent combination for growing a following. Listening to others&rsquo; ideas and valuing their input forges a collective ownership.
<br />&nbsp;
<br /><strong>2. Promote Relationships</strong>
<br />
<br />People-focused leaders enjoy the greatest professional success, as influence is founded on relationships. People find it easier to follow the ideas of someone they like, respect and trust, suggests Erica Hersh in <a href="https://www.hsph.harvard.edu/ecpe/leading-outside-your-authority/" target="_blank" rel="nofollow">Leading Outside Your Authority</a>, a 2015 article for the Harvard T. H. Chan School of Public Health<i>. </i>
<br />&nbsp;
<br />Show interest in people, and regularly communicate how much they&rsquo;re valued to cultivate healthy, mutually beneficial relationships. This strengthens your influence and builds a stronger following.
<br />&nbsp;
<br />Your ability to pitch ideas and win over opinions directly relates to your relational strengths. One way to measure influence is by the number of people who adopt your perspective. Strong relationships are characterized by cooperation, collaboration and implementation.
<br />&nbsp;
<br />They also develop into networks, where influence is compounded. You may not have relationships with everyone you&rsquo;d like to influence, but a growing network of followers helps cement your reputation, creates further connections and brings beneficial supporters on board. People within the network will rally others who will embrace your efforts. You can grow a solid base of support by leveraging relationships within a network.
<br />&nbsp;
<br /><strong>3. Build Credibility</strong>
<br />
<br />Demonstrating credibility helps compel people to work with you, Hersh says. People trust leaders whose ideas make sense and who have a history of effecting positive change. Nothing beats a track record of making things happen. People seek leaders with the insight to pinpoint needed improvements and the skills to implement the necessary changes.
<br />
<br />Part of being credible is the ability to think critically, yet openly. &nbsp;Your capacity to see things objectively&mdash;and realistically&mdash;engenders trust. Leaders who openly tackle and overcome obstacles with regularity and positivity are deemed credible. Be a critical <i>thinker</i>, not a critical <i>person.</i>
<br />&nbsp;
<br />Build credibility by continually forging ahead and rejecting passivity, especially when things don&rsquo;t go your way, Scroggins suggests. Become known for never giving up, while putting the organization&rsquo;s needs ahead of your own.
<br />&nbsp;
<br />Be a role model by behaving like a team player. Demonstrate that you&rsquo;re willing to roll up your sleeves, and eschew the &ldquo;it&rsquo;s not my job&rdquo; mentality; you&rsquo;ll earn respect and enhance your credibility.
<br />&nbsp;
<br />Show others that &ldquo;good enough&rdquo; is not good enough. A powerful role model sees a need that no one else is addressing and works toward remedying it.
<br />&nbsp;
<br /><strong>4. Challenge the Status Quo</strong>
<br />
<br />Perhaps the toughest test you&rsquo;ll face when working outside your authority is challenging the system. By questioning the status quo, you insinuate that change is needed. Upper-echelon managers may think you&rsquo;re brooking their authority or accusing them of doing something wrong. Some may take your comments personally, unable to separate the policy from the personal.
<br />&nbsp;
<br />Followers may also resist your efforts, fearing the potential fallout. But a leader with great people skills, influence, and a following can successfully institute positive change at even the highest levels.
<br />&nbsp;
<br />Navigating these treacherous waters requires a multifaceted approach:
<br /><ul><li>Ensure that your motives and values are honorable and evident. Changes perceived to be self-serving or inappropriately critical will be rejected quickly.</li><li>Pay attention to your body language, tone, verbiage and timing when expressing your thoughts and concerns.</li><li>Consider hiring a qualified professional leadership coach to offer helpful direction and work with you on your relational skills.</li><li>Clearly communicate why you&rsquo;re challenging the status quo. Declare your noble intentions from the start.</li><li>Present compelling solutions instead of merely identifying a problem, Simpson advises. Develop a reputation for being a problem-solver for your boss, with everyone&rsquo;s best interests in mind. Paint a picture of positivity and mutual benefit.</li></ul>
<br />When you&rsquo;re in tune with your boss&rsquo;s needs, you&rsquo;re in the best position to lead change. Followers will happily join your efforts if you&rsquo;ve worked to establish solid relationships and taken the time to understand others&rsquo; personality and style.
<br />&nbsp;
<br />Choose your battles, and be willing to let some things go. Learn to accept the possibility that some of your ideas will be rejected. Recognize that you&rsquo;ll take some wrong turns on the way to finding the right ones. The entire process is yet another opportunity to grow professionally as you expand your sphere of influence.
<br />&nbsp;
<br /><strong>5. Enlist Colleagues&rsquo; Support</strong>
<br />&nbsp;
<br />You&rsquo;ll build an even stronger position when you harness the influence of peer-level leaders.
<br />&nbsp;
<br />Reach out to these colleagues in a positive, sincere and nonthreatening way. By working together, you have a greater chance of convincing higher-level managers to move forward.
<br />&nbsp;
<br />Present solutions as vehicles for achieving joint benefits. This approach can be a compelling start to improving the status quo.
<br />&nbsp;
<br /><strong>6. Show Initiative</strong>
<br />&nbsp;
<br />Anticipate leadership opportunities&mdash;and be ready when the call to action arrives.
<br />&nbsp;
<br />Better yet, recognize that &ldquo;each of us has a unique opportunity to create something <i>right where we are,&rdquo; </i>as Scroggins says. &ldquo;It doesn&rsquo;t require special authority or a fancy title or having the corner office&hellip;Don&rsquo;t shrink back until someone calls your number.&rdquo;
<br />&nbsp;
<br />We encourage our direct reports to be self-starters. Seize every opportunity to lead by example.
<br />One of the most powerful questions you can ask yourself is &ldquo;Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?&rdquo; Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture where respect and trust flourish.
<br />&nbsp;
<br />Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i 2.0, Hogan Lead, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace<strong>. </strong>You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.
<br />&nbsp;
<br /><strong>Working Resources</strong> is a San Francisco Bay Area executive coaching and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders. We help build coaching cultures of positive engagement.
<br />&nbsp;
<br /><strong><i>...About Dr. Maynard Brusman</i></strong>
<br />&nbsp;
<br /><strong>Dr. Maynard Brusman</strong>
<br />Consulting Psychologist and Executive Coach|
<br />Trusted Leadership Advisor
<br /><i>Emotional Intelligence &amp; Mindful Leadership Workplace Expert</i>
<br />
<br /><i>I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.</i>
<br />
<br /><strong>Dr. Maynard Brusman</strong> is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies develop emotionally intelligent and mindful leaders.&nbsp;
<br />
<br />Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.
<br />&nbsp;
<br /><i>&ldquo;Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.&rdquo; </i>&mdash; Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching
<br />&nbsp;
<br />The Society for Advancement of Consulting (SAC) awarded rare &quot;Board Approved&quot;&nbsp;designations in the specialties of Executive Coaching and Leadership Development. Alan Weiss, Ph.D., President, Summit Consulting Group
<br />
<br />Are you an executive leader who wants to be more effective at work and get better results?
<br />&nbsp;
<br />Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader.
<br />&nbsp;
<br />Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.&nbsp; Mindful leadership starts from within.
<br />
<br />I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.
<br />&nbsp;
<br />I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the <i>San Francisco Chronicle</i>, <i>Wall Street Journal, USA Today, Time, Forbes</i> and <i>Fast Company</i>.
<br />&nbsp;
<br />Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.
<br />&nbsp;
<br />After only 6 months, one executive coaching client reported greater productivity, and more stress resiliency helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.
<br />&nbsp;
<br />You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what&rsquo;s possible.&nbsp;
<br />
<br />For more information, please go to <a href="http://www.workingresources.com" target="_blank" rel="nofollow">http://www.workingresources.com</a>, write to mbrusman@workingresources.com, or call 415-546-1252.
<br />&nbsp;
<br />Subscribe to Working Resources Newsletter: <a href="http://www.workingresources.com" target="_blank" rel="nofollow">http://www.workingresources.com</a>
<br />Visit Maynard's Blog: <a href="http://www.workingresourcesblog.com" target="_blank" rel="nofollow">http://www.workingresourcesblog.com</a>
<br />&nbsp;
<br />Connect with me on these Social Media sites.
<br />
<br /><a href="http://twitter.com/drbrusman" target="_blank" rel="nofollow">http://twitter.com/drbrusman</a>
<br /><a href="http://www.facebook.com/maynardbrusman" target="_blank" rel="nofollow">http://www.facebook.com/maynardbrusman</a>
<br /><a href="http://www.linkedin.com/in/maynardbrusman" target="_blank" rel="nofollow">http://www.linkedin.com/in/maynardbrusman</a>
<br /><a href="http://www.youtube.com/user/maynardbrusman" target="_blank" rel="nofollow">http://www.youtube.com/user/drmaynardbrusman</a>
<br /><span style="text-decoration: underline;">http://google.com/+maynardbrusman</span>
<br />&nbsp;
<br />&nbsp;
<br />&nbsp;
<br />&nbsp;
<br />&nbsp;
<br />&nbsp;
<br />&nbsp;
Wed, 13 Dec 2017 13:14:33 -0500https://www.hr.com/en/app/blog/2017/12/leading-beyond-your-authority_jb5dl323.htmlAre You a Manager or a Leader?https://www.hr.com/en/app/blog/2017/12/are-you-a-manager-or-a-leader_jb5b2e9c.html
Administrators have the greatest impact on employees&rsquo; careers and well-being, as work remains a significant aspect of people&rsquo;s lives. Administrators determine whether employees enjoy or detest what they do. They&rsquo;re also responsible for the organization&rsquo;s prosperity.
<br />&nbsp;
<br />A flood of content cites two broad administrative categories: manager and leader. Is there a distinction, or are the terms one and the same? The designations are sometimes used interchangeably; other times, people draw a significant distinction.
<br />&nbsp;
<br />Why does it matter? After all, everyone has to report to someone, and people want to make the best of what they&rsquo;re given.
<br />&nbsp;
<br />But the distinction is important because employees&rsquo; impressions of their administrators can spark or sink both parties&rsquo; careers. It&rsquo;s therefore important to recognize the conspicuous and more nuanced differences and similarities between managers and leaders.
<br />&nbsp;
<br />The definitions are far from straightforward, and they&rsquo;re the subject of much debate. If you&rsquo;ve categorized yourself as one vs. the other, you&rsquo;ve likely been influenced by specific definitions you&rsquo;ve read and the ones you prefer. You&rsquo;ll rarely be told what others make of your administrative style. You&rsquo;re riding on the impression you have of yourself, which ultimately determines how you lead people.
<br />&nbsp;
<br />Any complex comparison reveals a definite overlap between managers and leaders. Both have people to oversee. Both want to make a difference and be successful, as guided by their definition of success. Each will deal with ups and downs, with people who are helpful and those who obstruct progress. Many managers and leaders assume their roles without much formal training or preparation. Though some common ground exists, there are numerous dissimilarities.
<br />&nbsp;
<br />Mindset is the primary distinction, business executive and philanthropist <a href="https://en.wikipedia.org/wiki/Vineet_Nayar" target="_blank" rel="nofollow">Vineet Nayar</a> states in a 2013 <i>Harvard Business Revie</i>w article, <a href="https://hbr.org/2013/08/tests-of-a-leadership-transiti" target="_blank" rel="nofollow">&quot;Three Differences Between Managers and Leaders.&quot;</a> The way you tackle administration helps decide whether you manage or lead. Do you focus on yourself (the manager&rsquo;s focus) or on others (the hallmark of a leader)?
<br />&nbsp;
<br /><strong>Differences in Purpose</strong>
<br />&nbsp;
<br />The purpose behind your actions defines your legacy. Each of us has a purpose, regardless of whether you fully recognize it, and it manifests as specific priorities.
<br />&nbsp;
<br />An old adage applies:
<br /><ul><li>A manager makes use of people to benefit the organization.</li><li>A leader makes use of the organization to benefit people.</li></ul>
<br />Other views are more specific:
<br /><ul><li>A manager is driven by an immediate purpose, revolving around self.</li><li>A leader is driven by a purpose higher than self.</li><li>A manager <i>executes</i> a vision by assigning work.</li><li>A leader <i>sets</i> the vision by encouraging ideas.</li></ul>
<br />Nayar prefers the following distinctions:
<br /><ul><li>A manager <i>counts</i> value by tracking tasks, checking boxes and expecting others to add value.</li><li>A leader <i>creates</i> value by empowering people, making them better and helping to add to the value.</li><li>A manager accomplishes a goal <i>through</i> people.</li><li>A leader achieves success <i>with</i> people.</li></ul>
<br /><a href="https://www.amazon.com/Alan-S.-Murray/e/B001IOFFJ8/ref=ntt_dp_epwbk_0" target="_blank" rel="nofollow">Alan Murray</a>, author of <a href="https://www.amazon.com/Street-Journal-Essential-Guide-Management-ebook/dp/B003SE6VSU/ref=sr_1_1_twi_kin_2?ie=UTF8&qid=1507661755&sr=8-1&keywords=The+Wall+Street+Journal+Essential+Guide+to+Management" target="_blank" rel="nofollow"><i>The Wall Street Journal Essential Guide to Management</i></a> (HarperBusiness, 2010), offers another view:
<br /><ul><li>Managers plan, organize and maintain.</li><li>Leaders inspire, motivate and develop.</li></ul>
<br /><strong>Differences in Focus</strong>
<br />&nbsp;
<br />Focus describes areas of concern and targeted centers of attention. Your focus reveals what&rsquo;s important to you and, by default, what&rsquo;s not as important. Factors that influence focus include your qualifications, experience, fears, opinions and priorities.
<br />The following distinctions apply to managerial vs. leadership focus:
<br /><ul><li>Managers tend to be more short-termoriented, looking for quicker paybacks.</li><li>Leaders tend to have a longer-range outlook, looking for future paybacks.</li><li>Managers make use of others&rsquo; skills.</li><li>Leaders want to develop others&rsquo; skills.</li><li>Managers focus on systems and procedures.</li><li>Leaders focus on people and possibilities.</li><li>Managers are keyed into efficiency.</li><li>Leaders are keyed into unity.</li></ul>
<br /><strong>Differences in Authority</strong>
<br />&nbsp;
<br />Authority is one of the clearest distinctions between managers and leaders. How you oversee, direct and assess completion of staff activities radically affects your direct reports. As with other aspects of administration, authority can take dramatically different tracks:
<br /><ul><li>Managers reserve authority for themselves. Subordinates submit by requirement.</li><li>Leaders push authority down to the farthest possible level. Followers join in by choice.</li><li>Managers assure compliance by following an authority map.</li><li>Leaders develop trust by charting the authority map.</li><li>Managers enforce the pace.</li><li>Leaders set the pace.</li></ul>
<br />Nayar offers an interesting observation:
<br /><ul><li>Managers create circles of power, where people are required to comply politically.</li><li>Leaders create circles of influence, where people desire to follow</li></ul>
<br /><strong>Differences in Behavior</strong>
<br />&nbsp;
<br />Everyone notices your behavior, and it takes only a few actions to reveal your character traits. People watch your behavior and discern who you are, looking for patterns that indicate what kind of support they&rsquo;ll receive. Behavior always signals to employees how difficult or easy their work experience will be.
<br />&nbsp;
<br />The following behaviors distinguish managers from leaders:
<br /><ul><li>Managers tend to operate under a separate set of rules, with little concern for people&rsquo;s impressions.</li><li>Leaders exemplify a noble set of rules that others attempt to emulate.</li><li>Managers prioritize their personal needs.</li><li>Leaders prioritize other&rsquo; needs.</li><li>Managers seek notoriety for themselves.</li><li>Leaders seek notoriety for their people.</li><li>Managers&rsquo; notoriety is based on their technical attributes.</li><li>Leaders&rsquo; notoriety is based on their interpersonal attributes.</li></ul>
<br /><strong>The Proper Blend</strong>
<br />&nbsp;
<br />After reviewing the distinctions between managers and leaders, should we assume that one administrative model is superior to the other? Should you adopt a purely managerial or leadership model?
<br />&nbsp;
<br />Murray asserts that the two models go hand in hand, so trying to separate them is detrimental. You must blend the two approaches to create an optimal administrative strategy. One approach, on its own, is insufficient for success.
<br />&nbsp;
<br />Today&rsquo;s world of commerce presents greater pressures and shorter deadlines than ever before. As technology continues to accelerate, we&rsquo;re conditioned to expect instant results, and tolerance for excuses has dropped sharply. People often joke that faster processes cause mistakes to happen faster, and there&rsquo;s some truth to this.
<br />&nbsp;
<br />There&rsquo;s little, if any, slack for workers to step back and catch their breath. Such conditions require more of the manager model, with an administrator who takes the reins and keeps everyone on track. In the heat of the moment, we need pragmatic solutions more than inspiration or vision. We rely on managers who have established short-term strategies and confidence in their own abilities.
<br />&nbsp;
<br />Conversely, Murray points out, we face a new economy, where workers have developed perspectives that differ greatly from those of previous generations. Employees are prioritizing personal growth over project effectiveness, meaningful contribution over meeting standards, and a sense of purpose over organizational goals.
<br />&nbsp;
<br />New administrative approaches are required to make the most of available talent and keep people engaged and productive. Every employee must grow professionally, regardless of level. Managers must therefore have the right leadership skills and know how to develop people.
<br />&nbsp;
<br />Planning has short- and long-term aspects. Short-term planning accounts for the process, manpower and timing needed to meet organizational objectives (what effective managers do). Long-term planning accounts for the vision and strategy needed to grow the company and enhance its purpose (what successful leaders do).
<br />&nbsp;
<br />Organizing utilizes management skills to plan projects, provide resources and initiate processes.
<br />&nbsp;
<br />Each component is driven by a leader&rsquo;s interpersonal skills and emotional intelligence&mdash;the softer skills that draw people to a cause. Well-rounded managers hone these skills and demonstrate an optimum blend of leadership and managerial efficiencies.
<br />&nbsp;
<br />Controlling keeps projects on time, monitors the quality and quantity of work performed, and adjusts to scope changes or setbacks.
<br />&nbsp;
<br /><strong>Applying the Blend</strong>
<br />&nbsp;
<br />Administrators who cling to a sole managerial or leadership approach handicap their organizations. Ask yourself: Do I lean too heavily on one approach or the other?
<br />&nbsp;
<br />If you&rsquo;re too management oriented, you&rsquo;ll have difficulty building trust. People will see that your priority is to get work done, not to benefit them. Your personal goals will seem to override anyone else&rsquo;s. You&rsquo;ll be regarded as uncaring or disinterested&mdash;unworthy of being followed.
<br />&nbsp;
<br />You&rsquo;ll witness a spiral, as your heavy emphasis on tasks breeds resentment, thereby reducing employee effectiveness. You&rsquo;ll fail in the long run, surrounded by a staff that backs away from or leaves you.
<br />&nbsp;
<br />If you&rsquo;re too leadership oriented, you won&rsquo;t be able to maintain order. Tasks will be performed incorrectly or late, and productivity will plummet. Crises will overtake your people, who lack guidance on immediate issues. Your boss will assume you&rsquo;re unable to handle the job, and you&rsquo;ll lose your staff&rsquo;s respect.
<br />&nbsp;
<br />The ensuing frustration will cause people to lose faith in your ability to lead the organization. Confidence in their future will drop, along with hope, positive attitudes and motivation. Employees may believe you&rsquo;re a great person, but not a good enough administrator.
<br />&nbsp;
<br />Administrators who work toward achieving both managerial and leadership capabilities excel in the workplace. Their employees are engaged and motivated, willing to give of themselves because they know their leader is willing to give to them. Trust and morale are high, as people know they can depend on their leaders&rsquo; relational and technical skills. They can count on their leaders to bring everyone through any trial, while valuing each team member&rsquo;s contributions. In this ideal workplace, nothing can stop the team from achieving success.
<br />&nbsp;
<br />Evaluate your leadership and management skills. Have you successfully blended both arenas? Can you shore up shortcomings in either area?
<br />&nbsp;
<br />Call upon a trusted colleague, trainer or management coach to help you spot the areas that require enhancement. Your organization will benefit greatly&mdash;and so will you.
<br />&nbsp;
<br />One of the most powerful questions you can ask yourself is &ldquo;Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?&rdquo; Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture where respect and trust flourish.
<br />&nbsp;
<br />Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i 2.0, Hogan Lead, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace<strong>. </strong>You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.
<br />&nbsp;
<br /><strong>Working Resources</strong> is a San Francisco Bay Area executive coaching and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders. We help build coaching cultures of positive engagement.
<br />&nbsp;
<br /><strong><i>...About Dr. Maynard Brusman</i></strong>
<br />&nbsp;
<br /><strong>Dr. Maynard Brusman</strong>
<br />Consulting Psychologist and Executive Coach|
<br />Trusted Leadership Advisor
<br /><i>Emotional Intelligence &amp; Mindful Leadership Workplace Expert</i>
<br />
<br /><i>I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.</i>
<br />
<br /><strong>Dr. Maynard Brusman</strong> is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies develop emotionally intelligent and mindful leaders.&nbsp;
<br />
<br />Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.
<br />&nbsp;
<br /><i>&ldquo;Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.&rdquo; </i>&mdash; Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching
<br />&nbsp;
<br />The Society for Advancement of Consulting (SAC) awarded rare &quot;Board Approved&quot;&nbsp;designations in the specialties of Executive Coaching and Leadership Development. Alan Weiss, Ph.D., President, Summit Consulting Group
<br />
<br />Are you an executive leader who wants to be more effective at work and get better results?
<br />&nbsp;
<br />Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader.
<br />&nbsp;
<br />Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.&nbsp; Mindful leadership starts from within.
<br />
<br />I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.
<br />&nbsp;
<br />I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the <i>San Francisco Chronicle</i>, <i>Wall Street Journal, USA Today, Time, Forbes</i> and <i>Fast Company</i>.
<br />&nbsp;
<br />Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.
<br />&nbsp;
<br />After only 6 months, one executive coaching client reported greater productivity, and more stress resiliency helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.
<br />&nbsp;
<br />You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what&rsquo;s possible.&nbsp;
<br />
<br />For more information, please go to <a href="http://www.workingresources.com" target="_blank" rel="nofollow">http://www.workingresources.com</a>, write to mbrusman@workingresources.com, or call 415-546-1252.
<br />&nbsp;
<br />Subscribe to Working Resources Newsletter: <a href="http://www.workingresources.com" target="_blank" rel="nofollow">http://www.workingresources.com</a>
<br />Visit Maynard's Blog: <a href="http://www.workingresourcesblog.com" target="_blank" rel="nofollow">http://www.workingresourcesblog.com</a>
<br />&nbsp;
<br />Connect with me on these Social Media sites.
<br />
<br /><a href="http://twitter.com/drbrusman" target="_blank" rel="nofollow">http://twitter.com/drbrusman</a>
<br /><a href="http://www.facebook.com/maynardbrusman" target="_blank" rel="nofollow">http://www.facebook.com/maynardbrusman</a>
<br /><a href="http://www.linkedin.com/in/maynardbrusman" target="_blank" rel="nofollow">http://www.linkedin.com/in/maynardbrusman</a>
<br /><a href="http://www.youtube.com/user/maynardbrusman" target="_blank" rel="nofollow">http://www.youtube.com/user/drmaynardbrusman</a>
<br /><span style="text-decoration: underline;">http://google.com/+maynardbrusman</span>
<br />&nbsp;
<br />&nbsp;
<br />&nbsp;
<br />&nbsp;
<br />&nbsp;
<br />&nbsp;
<br />&nbsp;
<br />&nbsp;
<br />&nbsp;
<br />&nbsp;
<br />&nbsp;
<br />&nbsp;
Wed, 13 Dec 2017 12:04:01 -0500https://www.hr.com/en/app/blog/2017/12/are-you-a-manager-or-a-leader_jb5b2e9c.htmlWorkplace Wellness Guide To Improve Productivityhttps://www.hr.com/en/app/blog/2017/12/workplace-wellness-guide-to-improve-productivity_jb54wcz7.html
<img src="https://image.slidesharecdn.com/alignedmodern-workplace-wellness-guide-171018130007/95/workplace-wellness-guide-to-improve-productivity-1-638.jpg" style="border:none;" alt=" " />Created by:&nbsp;<a href="http://www.alignedmodernhealth.com/" target="_blank" rel="nofollow">Aligned Modern Health</a>
Wed, 13 Dec 2017 09:11:22 -0500https://www.hr.com/en/app/blog/2017/12/workplace-wellness-guide-to-improve-productivity_jb54wcz7.htmlCalling on HR leaders to address a massive workforce challenge https://www.hr.com/en/app/blog/2017/12/calling-on-hr-leaders-to-address-a-massive-workfor_jb54plfo.html
<strong><span style="font-size:150%;">Moving Business Beyond Bias - Part Two&nbsp;</span></strong>
<br />By Tim Newnham -&nbsp; HR.com&nbsp;
<br />
<br />This article is part of a 3-piece series titled &ldquo;Moving Business Beyond Bias&rdquo; focused on how <a href="https://www.successfactors.com/en_us/solutions/cross-suite-solutions/diversity-and-inclusion.html" target="_blank" rel="nofollow">SAP SuccessFactors</a> is using technology to create equity in the workplace. The series covers the state of equity in the workplace, how HR is positioned to provide the next big competitive advantage, and how you can use technology to rid bias from people-based decisions. In this second piece, we share insights into how equitable workplaces are putting HR squarely in the hot seat as the people who can drive meaningful change for business continuity. If you missed the first article covering the state of equity in the workplace it can be <a href="https://www.hr.com/en/app/blog/2017/11/the-one-thing-you-need-to-get-right%E2%80%A6-if-you-want-t_jalcbx58.html" target="_blank" rel="nofollow">found here</a>.&nbsp;
<br />
<br />$media.resource(1512595672689)(og.jpg)
<br />
<br />We mentioned previously that CEOs feel diversity and inclusion are being addressed. We also know the evidence is overwhelmingly against them.
<br />&nbsp;
<br />Just looking at how people are rewarded for their work:
<br /><ul><li>A gender pay gap continues to exist in many parts of the world: <a href="https://www.weforum.org/reports/the-global-gender-gap-report-2016" target="_blank" rel="nofollow">see report</a></li><li>There is evidence of a <a href="https://www.theguardian.com/society/2017/sep/26/race-pay-gap-not-just-us-problem-financial-inequality-uk" target="_blank" rel="nofollow">racial</a> as well as <a href="https://www.lgbtqnation.com/2017/04/report-gay-straight-pay-gap-3000-tech-jobs/" target="_blank" rel="nofollow">LGBT</a> pay gap in some industries:</li></ul>
<br />&nbsp;Looking at representation in leadership:
<br /><ul><li>Under 7 percent of <a href="http://fortune.com/2017/06/07/fortune-500-women-ceos/" target="_blank" rel="nofollow">Fortune 500 CEOs are currently women</a>, and this is actually an all time high for female representation at that level:&nbsp;</li></ul>
<br />SAP SuccessFactors offers a solution that provides benchmarking out of the box, across hundreds of metrics, allowing companies to easily compare their own workforce to those in a variety of industries, locations, company sizes, revenue, and income groups across the globe. SAP leveraged this long-standing functionality to determine whether the gender composition of the workforce has changed meaningfully over the past three years, in line with the increased attention the topic has received from business leaders. <a href="https://blogs.sap.com/2017/08/24/the-benchmark-results-are-in-why-we-arent-seeing-change-in-workforce-diversity-numbers-and-what-we-can-do-about-it/" target="_blank" rel="nofollow">What they found was a bit alarming</a>:
<br /><ul><li>Female representation in organizations across the globe has remained steady &ndash; and rather unequal. Nearly 75 percent of companies employ a greater number of males than females, with the 10 percent of companies that are the least gender diverse employing four to five men for every woman. While compelling, this inequity does not fully explain the inequity we see in management: well over 75 percent of companies in our sample employ more male managers than females, and the 10 percent of least diverse companies have six male managers for every female manager (a number that is trending upward, not down). Simply put, despite the increased profile of the topic in recent years, the least diverse companies are just getting less diverse, especially when it comes to their leadership teams.</li></ul>
<br /><strong>But here is the thing:</strong> CEOs are experts in executing on company strategy and driving profitability. This is a workforce issue and as such the workforce experts are the ones to drive the change.
<br />&nbsp;
<br /><strong>HR&rsquo;s new role in ensuring D&amp;I are addressed </strong>
<br />According to Patti, we have a &ldquo;Rules without Tools&rdquo; problem &ndash; it is at best a policy or best practice, but the mechanisms for enabling it are out of date and represent a different reality.
<br />&nbsp;
<br />In Gabby&rsquo;s recent blog <a href="https://www.workforce.com/2017/08/17/call-hr-best-practices-hr-biased-practices/" target="_blank" rel="nofollow">&rdquo;HR Best Practices or HR Biased Practices?&rdquo;</a> she points out that traditional HR processes &mdash; things like merit increases, annual performance reviews, or the nine-box grid for succession planning haven&rsquo;t changed in decades, and continue not to change simply because, well, they continue not to change. She goes on to say that the problem with many of these best practice methods is they were designed for a workforce that looked different in the past than it does today. Decades ago the workforce was <a href="http://billmoyers.com/2012/06/18/how-americas-workforce-has-changed-since-1960/" target="_blank" rel="nofollow">much more homogenous</a> than it is now with significantly fewer women, minorities, and older workers.
<br /><ul><li>There are key decision points that tend to favor majority status employees over the underrepresented ones. But it can be difficult to create change in these processes, especially when we&rsquo;ve done them a certain way for so long. Take, for instance, the extremely common practice of awarding merit-based raises and bonuses that are a percentage of an employee&rsquo;s current salary. This practice makes a lot of sense. After all, we want to motivate employees to perform well in a way that effectively rewards their contributions and encourages them to strive for more. Where it doesn&rsquo;t make sense is in the real world, where salary gaps&nbsp;<a href="http://reports.weforum.org/global-gender-gap-report-2015/" target="_blank" rel="nofollow"><strong>continue to exist</strong></a>&nbsp;between men and women, and between white employees and those of&nbsp;<a href="http://time.com/4390212/race-wage-gap-pew-analysis/" target="_blank" rel="nofollow"><strong>different races and ethnicities</strong></a>. Those who start out with higher salaries are going to see greater rewards, and more importantly, they&rsquo;re going to grow that salary at a faster rate because of their initial advantage, perpetuating the gap to an even greater extent over time.</li><li>Consider also the example of employee self-assessments as part of the performance evaluation cycle. For a long time we&rsquo;ve used self-assessments as a way of giving employees voice in the process, allowing them to make the case for the performance rating they feel they deserve. The problem is&nbsp;<a href="http://www.huffingtonpost.com/entry/how-to-handle-a-self-assessment-like-a-man_us_572a770ee4b06a6da7b20c71" target="_blank" rel="nofollow"><strong>research has shown</strong></a>&nbsp;that women tend to underrate themselves in an effort to appear humble and cooperative, and these lower self-ratings influence how their manager then evaluates their performance. And yet we continue to encourage employees to rate themselves and share these ratings with their manager. In an effort to be fair in our performance management practices we are unknowingly creating a further obstacle for women seeking to grow their careers.</li></ul>
<br />As HR seeks to drive more strategic value and administrative tasks are increasingly automated, diversity and inclusion is the big strategic challenge that will get &ndash; and keep &ndash; HR in the role of providing bottom-line competitive advantage to their organization.
<br />&nbsp;
<br />In the third piece, we delve into how technology can be used to change how people decisions are made in a new normal of equitable practices.You can read this <a href="https://www.hr.com/en/app/blog/2017/12/how-hr-is-going-to-drive-workforce-diversity-and-i_jb53v00y.html" target="_blank" rel="nofollow">here</a>.
Wed, 13 Dec 2017 09:06:07 -0500https://www.hr.com/en/app/blog/2017/12/calling-on-hr-leaders-to-address-a-massive-workfor_jb54plfo.htmlHow HR is going to drive workforce diversity and inclusion for decades to comehttps://www.hr.com/en/app/blog/2017/12/how-hr-is-going-to-drive-workforce-diversity-and-i_jb53v00y.html
<strong><span style="font-size:150%;">Moving Business Beyond Bias - Part Three&nbsp;</span></strong>&nbsp;
<br />By Tim Newnham -&nbsp; HR.com
<br />
<br />This article is part of a 3-piece series titled &ldquo;Moving Business Beyond Bias&rdquo; focused on how <a href="https://www.successfactors.com/en_us/solutions/cross-suite-solutions/diversity-and-inclusion.html" target="_blank" rel="nofollow">SAP SuccessFactors</a> is using technology to create equity in the workplace. The series covers the state of equity in the workplace, how HR is positioned to provide the next big competitive advantage, and how you can use technology to rid bias from people-based decisions. In this third piece, we delve into how technology can be used to change how people decisions are made in a new normal of equitable practices.
<br />&nbsp;
<br />The first article covering the state of equity in the workplace can be found <a href="https://www.hr.com/en/app/blog/2017/11/the-one-thing-you-need-to-get-right%E2%80%A6-if-you-want-t_jalcbx58.html" target="_blank" rel="nofollow">here</a>&nbsp;and the second article on the pivotal role of HR can be found <a href="https://www.hr.com/en/app/blog/2017/12/calling-on-hr-leaders-to-address-a-massive-workfor_jb54plfo.html" target="_blank" rel="nofollow">here</a>.&nbsp;
<br />
<br />$media.resource(1513173268465)(og.jpg)
<br />
<br /><strong>Get Modern Tools to Detect, Prevent, and Eradicate Unconscious Bias from Decision Making</strong>
<br />In order to have real impact, there is a real need to put tools and technology into the hands of decision-makers, enabling them to attract, engage, and retain the key talent they most need in a changing labor pool. Organizations are not moving beyond bias on their own. But with the right tools, they can ensure that the decisions being made around talent are free of bias and supporting their organization&rsquo;s success.
<br />&nbsp;
<br /><strong>Focus on your recruiting efforts</strong>
<br />Because recruiting methods, messages, and images can sometimes inadvertently convey an exclusive culture,
<br /><ul><li>Design and deploy the career site builder tool to support a diverse and inclusive message to potential candidates.</li><li>Utilize recruitment sourcing reports to understand where you could find a more diverse range of qualified applicants.</li><li>Use interview guides to help ensure consistent, job-related protocols.</li><li>Draw on tools that help you form a panel of interviewers, which can reduce individual bias.</li></ul>
<br /><strong>Continually improve how people are managed</strong>
<br />Because unconscious manager bias can sometimes influence the way employees are managed and evaluated,
<br /><ul><li>Writing assistant tools can help to guide performance feedback that is equitable and actionable, regardless of employee demographic characteristics.</li><li>Use the continuous performance management tools to promote more-frequent, job-related feedback based on accomplishments.&nbsp;</li></ul>
<br /><strong>Train and develop your people</strong>
<br />Train managers to work beyond unconscious bias with online learning courses
<br /><ul><li>While broadly delivered diversity training has been shown to be ineffective in changing attitudes and behaviors long term, training for the people making decisions about talent in your organization is critical. This training should not just drive awareness of the value of diversity, but should also equip decision-makers with tools and methods for making accurate, unbiased decisions about talent. Consider as an example the hiring manager conducting a job interview. This hiring manager should receive training on how to accurately determine skill, capability, potential, and fit from a job candidate&rsquo;s interview responses&mdash;driving good decision making, regardless of the candidate&rsquo;s demographic characteristics. Another example would be a supervisor administering a performance evaluation. Without proper training on how to turn observations into accurate, evaluative data around someone&rsquo;s performance, the supervisor is more likely to fall back on &ldquo;gut feel&rdquo; and bias and perpetuate disparities among different groups of employees.</li><li>Because mentoring is a career-building process that is not always equitably accessible to everyone, help ensure mentoring is available to everyone and matching is unbiased using mentoring programs that focus on skills and competencies to promote the best matches.</li></ul>
<br /><strong>Compensate and reward</strong>
<br /><ul><li>Highlight team compensation-ratio overviews and allow increases based on absolute values, reducing the impact of pay inequities.</li></ul>
<br /><strong>Take the bias out of promotions </strong>
<br /><ul><li>Prevent bias before it happens by enabling photoless calibration capabilities.</li><li>Highlight possible bias by visualizing gender diversity to see how different genders have been rated.</li></ul>
<br /><strong>Cultivate social collaboration</strong>
<br /><ul><li>Supportive, strong, and meaningful relationships in the workplace are critical components of workforce engagement. Companies that actively pursue inclusive practices support and provide the means for social collaboration based on common ground characteristics and interests.&nbsp; These types of groups are often represented by the typical diversity data points such as women&rsquo;s networks, LGBTQ groups, and veteran communities, as examples. However, networks related to common areas of interest such as philanthropic topics or new innovations, or to job functions such as marketing or development, are also social mechanisms to create a sense of belonging and engagement. Leaders support these binding relations through the use the social collaboration platforms to promote cross-organizational social collaboration and enable members of the workforce from diverse backgrounds to contribute.</li></ul>
<br /><strong>Measure and track your progress</strong>
<br /><ul><li>Use workforce analytics to establish comprehensive diversity metrics and analyze progress using the investigate tool.</li></ul>
<br /><strong>A general conclusion</strong>
<br />What we&rsquo;ve been doing isn&rsquo;t working. A new solution requires a new approach, and HR is at the forefront and you can make a positive difference in this.
<br />&nbsp;
Wed, 13 Dec 2017 08:42:19 -0500https://www.hr.com/en/app/blog/2017/12/how-hr-is-going-to-drive-workforce-diversity-and-i_jb53v00y.htmlCisive Named to the 2017 Baker’s Dozen List of Top Background Screening Providers by HRO Todayhttps://www.hr.com/en/app/blog/2017/12/cisive-named-to-the-2017-baker%E2%80%99s-dozen-list-of-top_jb4o3tyz.html
Cisive announces appointment to HRO Today's 2017 Baker's Dozen List of Top Pre-Employment Screening Providers, which is based exclusively on direct input from Cisive's customers.<br /><a href="Cisive" target="_blank" rel="nofollow">Cisive</a>, a leading provider of tech-enabled and compliance-driven human capital management and risk management solutions, is pleased to announce that it has been named by HRO Today to the 2017 Baker&rsquo;s Dozen rankings of Top Pre-Employment Screening Providers, the most respected and anticipated annual ranking of its kind in the HR industry.<br />Cisive&rsquo;s appointment to the list is based exclusively on direct input from customers in HRO Today&rsquo;s customer satisfaction survey. The survey measures providers in three dimensions including breadth of service, size of deal, and quality of service.<br />Cisive was ranked #1 in the category &ldquo;Size of Deal&rdquo;, which recognizes that many of the largest, most prestigious companies in the world have entrusted Cisive to support this critical component in their hiring process.<br />&ldquo;We&rsquo;re very proud to be named to the 2017 Baker&rsquo;s Dozen list,&rdquo; explains James Owens, Cisive&rsquo;s CEO and President. &ldquo;But we&rsquo;re most proud of the fact that it was our clients&rsquo; input in the survey that ultimately led to our selection. At Cisive, we cater to the complex program needs of large organizations. This requires a unique mix of class-leading technology, coupled with relentless focus on the complex challenges that large organizations face, and a relentless focus on customer service. The fact that our customers acknowledged this is very exciting for us.&rdquo;<br />This has been an eventful year for Cisive. In addition to being named on the 2017 Baker&rsquo;s Dozen List, Cisive has been recognized as a 2017 Top 10 HRMS Solutions Provider by HRTech Outlook Magazine.<br />For more information on Cisive and its services, contact us at 1-866-557-5984 or visit <a href="http://www.cisive.com" target="_blank" rel="nofollow">http://www.cisive.com</a>.<br />About Cisive <br />Cisive is a global provider of compliance-driven human capital management and risk management solutions. The company&rsquo;s core <a href="onboarding and pre-employment background screening" target="_blank" rel="nofollow">onboarding and pre-employment background screening</a> offering provides clients with a streamlined, high quality and regulatory compliant solution. Comprehensive services include background screening, vendor/contractor screening, executive screening, drug testing, social media searches, fingerprinting and electronic Form I-9/E-Verify solutions.<br />Cisive is accredited by the National Association of Professional Background Screeners (NAPBS) and was named by HRO Today to the 2017 Baker&rsquo;s Dozen rankings of top Pre-Employment Screening Providers. Cisive currently serves clients across the financial services, transportation, and media and telecom end-markets, among others, and offers transportation clients a comprehensive, industry-focused solution through its Driver iQ brand.
Wed, 13 Dec 2017 01:21:17 -0500https://www.hr.com/en/app/blog/2017/12/cisive-named-to-the-2017-baker%E2%80%99s-dozen-list-of-top_jb4o3tyz.html2017 List of Top Corporations Earning WAH Certification Enhancing Their Commitment and Credibility to Millions of at Home Workers Throughout the United Stateshttps://www.hr.com/en/app/blog/2017/12/2017-list-of-top-corporations-earning-wah-certific_jb4ndgax.html
WAHspace, the world&rsquo;s largest online job and credentialing platform for at home workers and companies announces the list of recognized brands that have earned their WAH Certification including Williams-Sonoma, Enterprise Rent-a-Car and more.
<br />
<br />WAHspace Inc., The largest online community for at home workers has announced multiple companies that have earned the WAH Certified Company credential, demonstrating their commitment as industry leaders supporting at home workers.
<br />
<br />Here is the list of the 2017 WAH Certified Companies and a sample of open opportunities:
<br />1. &nbsp; &nbsp;Agilla Pro, LLC: Inside Sales Representatives
<br />2. &nbsp; &nbsp;American High-Tech Transcription &amp; Reporting, Inc.: General Transcription
<br />3. &nbsp; &nbsp;Bookminders: Business Development Specialists
<br />4. &nbsp; &nbsp;Cass Information Systems, Inc.: Offsite Invoice Payment Specialists
<br />5. &nbsp; &nbsp;DVMelite: B2B Sales Representatives
<br />6. &nbsp; &nbsp;Enterprise Holdings, Inc (Enterprise Rent-a-Car).: Customer Service Representative
<br />7. &nbsp; &nbsp;Focus Forward: General Transcription Representatives
<br />8. &nbsp; &nbsp;Gabbyville Virtual Receptionists: Virtual Assistants
<br />9. &nbsp; &nbsp;Grindstone, Inc.: B2B Lead Generation/Appointment Setters
<br />10. &nbsp; &nbsp;Nextwave Advocacy @Home: Political Outreach Telephone Representatives
<br />11. &nbsp; &nbsp;SC Contact Centers: Home Agents
<br />12. &nbsp; &nbsp;Supporting Strategies Partners LLC: PT Client Services Accountants
<br />13. &nbsp; &nbsp;Talk2Rep: Customer Service Agents / Sales and Chat Agents
<br />14. &nbsp; &nbsp;Transcription Outsourcing LLC: Jobs TBA
<br />15. &nbsp; &nbsp;ViaSource Solutions: Inbound Sales Representatives
<br />16. &nbsp; &nbsp;VIPDesk Connect: Customer Care Representatives
<br />17. &nbsp; &nbsp;Williams-Sonoma, Inc.: Customer Service Representatives
<br />
<br />The WAH Certified Company credential is available to any company that hires at home workers and meets the following WAHspace criteria:
<br /><ul><li>Pays a reasonable living wage to all regular full and part-time employees/contractors.</li><li>Has a positive online reputation review in various forums including WAHspace.</li><li>Has been in business for at least two years.</li></ul>
<br />WAH Certified Company benefits include:
<br /><ul><li>&nbsp; &nbsp;WAH workers can apply in confidence that that these WAH Certified Companies meet all the requirements of WAHspace credentialing.</li><li>&nbsp; &nbsp;Companies have access to a searchable database of at home workers across the US.</li><li>&nbsp; &nbsp;Companies can post unlimited job opportunities to thousands of WAH Certified at home workers.</li><li>&nbsp; &nbsp;At home workers can apply for job opportunities on WAHspace with the knowledge that the company has been WAH Certified and that they have a higher potential to get the job because they hold credentials as a WAH Certified member.</li></ul>
<br />About WAHspace
<br />
<br />WAHspace is the world&rsquo;s largest online work at home platform credentialing and connecting companies with job seekers. Individuals join WAHspace to connect with other work at home employees, to gain valuable skills, and to find jobs. Companies save time and money connecting with thousands of pre-screened applicants who are certified for competency, personality, typing skills, and are background checked.
<br />WAH Certified Companies are able to post unlimited job opportunities, customize and manage their company profile, and connect directly with job seekers that are seeking credible opportunities. Creating a basic member profile is free for those who are looking for jobs and premier membership comes with free technical support. To find out more about Wahspace visit <a href="http://www.wahspace.com" target="_blank" rel="nofollow">http://www.wahspace.com</a>
Wed, 13 Dec 2017 01:00:47 -0500https://www.hr.com/en/app/blog/2017/12/2017-list-of-top-corporations-earning-wah-certific_jb4ndgax.htmlJOB CUTS RISE 30 PERCENT FROM NOVEMBER 2016; LOWEST YTD TOTAL IN 20 YEARShttps://www.hr.com/en/app/blog/2017/12/job-cuts-rise-30-percent-from-november-2016-lowest_jb4k6q3s.html
CHICAGO, December 7, 2017 &ndash; U.S.-based employers announced 35,038 job cuts in November, up 30 percent from the same month last year, when 26,936 job cuts were announced. Employers have announced 17 percent more cuts than in October 2017, when 29,831 cuts were announced, according to a report released Thursday by global outplacement consultancy Challenger, Gray &amp; Christmas, Inc.<br /><br />So far this year, 386,347 job cuts have been announced, 22 percent fewer than the 493,288 cuts announced through November 2016. This is the highest monthly total since April, when 36,602 cuts were announced. November caps the lowest year-to-date total since 376,057 cuts were announced through November 1997.<br /><br />&ldquo;While job-cut announcements have remained low all year, major M&amp;A activity, such as the CVS/Aetna deal and the possibility of Amazon buying generic pharmaceutical manufacturers, could lead to a spate of large-scale job-cut announcements to open 2018, especially at Pharmaceutical, Retail, and Health Care companies,&rdquo; said John Challenger, Chief Executive Officer of Challenger, Gray &amp; Christmas, Inc. &nbsp;<br /><br />In fact, companies in the Pharmaceutical sector have announced 13,254 job cuts so far this year, 48 percent more than the 8,981 cuts announced in the same period last year. Meanwhile, Retail continues to lead all industries in job cuts, with 74,665 cuts announced through November, a 28.8 percent increase from 2016, when the number of cuts reported through the same month was 57,969.<br /><br />Likewise, the Health Care sector announced 7,011 job cuts in November, bringing the year-to-date total to 38,145, a 123.9 percent increase from the 17,030 cuts announced through November 2016. &nbsp;<br /><br />The Services sector has announced the third highest number of cuts behind Retail and Health Care this year, with 32,836, 3,920 of which occurred in November. That is 243 percent more cuts than the 9,584 announced in the same period last year.<br /><br />Industrial manufacturing has announced 19,986 cuts in 2017, 37 percent fewer than the 31,656 cuts announced through November last year. Consumer Products companies announced 59.2 percent more job cuts since last year, with a total of 15,985 payroll cuts announced this year, compared to 10,035 recorded through November last year.<br /><br />Meanwhile, holiday hiring announcements are slightly behind last year&rsquo;s totals. Companies have announced 608,129 seasonal hires so far this year, 2 percent fewer than the 620,700 announced last year, according to Challenger tracking.<br /><br />However, total hiring announcements reached 1,092,436, the highest number on record.<br /><br />&ldquo;Employers have reported a lack of skilled workers to fill demand in many industries. In this tight labor market, those with the requisite skills and training have a leg up over the competition,&rdquo; said Challenger.<br /><br />&ldquo;Opportunities exist for job seekers. It remains to be seen whether the recent tax reform bill will have a significant impact on job growth or announced cuts. It may make it easier for companies to combine, which generally leads to eliminating redundancies,&rdquo; added Challenger.
Tue, 12 Dec 2017 23:31:34 -0500https://www.hr.com/en/app/blog/2017/12/job-cuts-rise-30-percent-from-november-2016-lowest_jb4k6q3s.htmlNext Level Performance Wins Four MarCom Awards for Incentive Travel Program Materials and a Channel Incentive Program Websitehttps://www.hr.com/en/app/blog/2017/12/next-level-performance-wins-four-marcom-awards-for_jb4k2s1p.html
Next Level Performance was honored with a Platinum MarCom Award for a promotional experience video during a VIP Loyalty incentive travel program to Hawaii. The client, an electrical supply distributor, wanted to create excitement for the upcoming program by using this motivational video through many media channels. The video won a Platinum award for its creative design and motivational power.<br /><br />Next Level also won three Gold MarCom Awards, for incentive and channel travel programs. For a top banking client&rsquo;s winners trip to Margaritaville in Hollywood, FL., Next Level designed imaginative trip-themed packaging to deliver travel information before and during the program in custom packages designed to get participants engaged and excited about the trip they earned.<br /><br />An event video for an incentive travel program to Florence, Italy, earned another Gold Award. The video was a beautiful summary of the entire time spent in Tuscany, and the winners&rsquo; experience throughout the trip. The video captured all the special moments that made this a once-in-a-lifetime experience for all who earned it.<br /><br />Next Level rounded out the competition with a Gold MarCom Award with a promotional website for a real estate client&rsquo;s channel sales incentive program. The mobile-friendly site featured reward possibilities, program guidelines and qualifications, and a link to the program portal. The site reflected the client&rsquo;s branding and matched their style of the corporate website.<br /><br />Susan Adams, Senior Director of Engagement says, &ldquo;Our talented Marketing Communications team works hard to produce visually stunning materials for our clients. These designs are held to a high standard by both Next Level Performance and our clients, and our team consistently delivers. Not only do these materials deliver valuable information to the winners in a beautiful way, they also build excitement and anticipation, which are key to a successful program.&rdquo;<br /><br />About the MarCom Awards <br />MarCom Awards is an international creative competition that recognizes outstanding achievement by marketing and communication professionals. Based in Dallas, TX, the awards are administered and judged by the Association of Marketing and Communication Professionals, an international organization consisting of several thousand creative professionals committed to recognizing marketing and communications excellence.<br /><br />Judges consist of industry professionals who look for individuals and companies whose work set the industry standard and demonstrate excellence. For the 2017 Awards, there were over 6,000 entries from the United States, Canada, and several other countries.<br /><br />About Next Level Performance <br />For over 40 years, Next Level Performance has been an award-winning leader in providing incentives, recognition, and rewards programs to help companies realize immediate ROI in motivating sales people, employees, channel partners, customers, and consumers. Their signature products and services include: Applaudit&trade; &mdash; a social recognition and rewards online software solution (SaaS) &ndash;, sales and channel campaign platforms, Great Escapes individual travel rewards, and Deluxe Group Incentive Travel.
Tue, 12 Dec 2017 23:28:30 -0500https://www.hr.com/en/app/blog/2017/12/next-level-performance-wins-four-marcom-awards-for_jb4k2s1p.htmlIn Wake of High Profile Sexual Harassment Cases & Allegations Avitus Group Releases Sexual Harassment Best Practices Guide for Employers; Encourages Proactive Policieshttps://www.hr.com/en/app/blog/2017/12/in-wake-of-high-profile-sexual-harassment-cases-al_jb4jc9ge.html
Avitus Group's Sexual Harassment Best Practices Guide Encourages Employers to Provide Safe Work Environment for Employees &amp; Instate Zero Tolerance Policy for Harassment and Retaliation.<br /><br />&ldquo;Harassment and sexual harassment unfortunately is a reality of the workplace. With high-profile cases and allegations such as <a href="Matt Lauer and Harvey Weinstein" target="_blank" rel="nofollow">Matt Lauer and Harvey Weinstein</a> coming to light recently, employers are looking for answers. They want to ensure they are offering the best working conditions for all employees,&rdquo; says Avitus Group&rsquo;s Montana-based Director of Human Resources &amp; Risk Management Ryan Braley.<br /><br />&ldquo;Avitus Group makes sure our members are educated on workplace policy and are able to be in compliance with the U.S. Equal Employment Opportunity Commission or EEOC&rsquo;s laws, regulation and guidance on <a href="harassment and sexual harassment" target="_blank" rel="nofollow">harassment and sexual harassment</a>. We&rsquo;re offering our best practices guide in an effort to help workplaces nationwide take a more proactive approach regarding sexual harassment,&rdquo; says Avitus Group's Colorado-based Regional Human Resources &amp; Operations Manager Dawn Holdon.<br /><br />The Avitus Group <a href="Sexual Harassment Best Practices Guide for Employers" target="_blank" rel="nofollow">Sexual Harassment Best Practices Guide for Employers</a> highlights 10 items critical to workplace compliance and sexual harassment policy for employers. Employers who are following best practices should be able to answer yes to each question within the guide. For example: 1. My company has a zero tolerance policy for harassment and retaliation and it enforces the policy. 2. My company provides specific sexual harassment training for management and supervisors at least every two years. My company also provides specific sexual harassment training for new managers and supervisors within 6 months of their promotion and/or hiring. 3. My company provides as many avenues as possible for reporting sexual harassment, including an anonymous harassment hotline available for all employees.<br /><br />If businesses are not able to answer yes to all 10 questions within the guide, Avitus Group, as one of the largest employers in the co-employment industry nationwide, serves a resource for further information. Additionally, the guide cautions companies to make sure they are not only in compliance with federal regulation and law, but with state-specific laws.<br /><br />&ldquo;Employers should note that certain states have more specific laws regarding sexual harassment. For example, California requires sexual harassment training for supervisors every two years for employers with over 50 employees. The training must be a minimum of two hours and must be interactive. Additionally, there needs to be a bullying component included. Effective January 1, 2018, an additional component covering harassment based upon gender identity, gender expression and sexual orientation will need to be included with any mandatory sexual harassment training,&rdquo; says Avitus Group's California-based Director of Human Resources &amp; Risk Management Cynthia Hancock.<br /><br />&ldquo;Investigate, investigate, investigate,&rdquo; says Avitus Group&rsquo;s Alaska-based Human Resources Director Robert Lindstrom. &ldquo;It is critical that all allegations of harassment be taken seriously and investigated immediately, even if the employee who reported the allegations does not want management to do anything about it. Advise the employee that once a company learns about a harassment claim, they are required to investigate. Some of the largest lawsuits filed are due to an employer&rsquo;s failure to properly investigate.&rdquo;<br /><br />&ldquo;Assure that if there are allegations of harassment, that the employee who brought forth the allegations is not retaliated against and/or perceived to be retaliated against in any manner,&rdquo; says Avitus Group&rsquo;s New Jersey-Based Human Resources Business Partner Trudi Curcione. &quot;This means you may have to suspend or change the alleged perpetrators schedule or move them to another department temporarily. No action should be taken against the employee who complained.&rdquo;<br /><br />Avitus Group also advises for continued training for all level of employees throughout their career on what is and is not appropriate in the workplace. For more information, Avitus Group invites the business community to review the <a href="Sexual Harassment Best Practices Guide for Employers and reach out with any questions" target="_blank" rel="nofollow">Sexual Harassment Best Practices Guide for Employers and reach out with any questions</a>.<br /><br /><a href="Avitus Group" target="_blank" rel="nofollow">Avitus Group</a> is a worldwide company that simplifies, strengthens and grows businesses by providing 'back office' support (payroll, accounting, taxes, recruiting, information technology, human resources and much more). When a business uses Avitus Group, all of the necessary yet burdensome functions of the business become Avitus Group's responsibility, so the business can focus on what it does best. Avitus Group serves clients nationwide through regional office locations from coast to coast. The company also serves international clients through partner locations worldwide.
Tue, 12 Dec 2017 23:07:53 -0500https://www.hr.com/en/app/blog/2017/12/in-wake-of-high-profile-sexual-harassment-cases-al_jb4jc9ge.htmlPacific Resources' Benefits Administration Survey Shows Large Employers Rank a Best-in-Class User Experience Higher than Cost Savingshttps://www.hr.com/en/app/blog/2017/12/pacific-resources-benefits-administration-survey-s_jb4j58zm.html
Fourth annual survey finds user experience and the ability to integrate benefits technology with other HR functions are most valuable employer outcomes of benefits administration technology platforms<br /><br />A national survey of primarily Fortune 1000-ranked companies shows that cost is not the primary driver for large employers that are assessing strategic health and welfare benefits administration (BenAdmin) and HR technology platforms.<br /><br />The survey, conducted by Pacific Resources, was designed to capture the current perspective on BenAdmin platforms from some of the largest employers in the United States, as the field continues to grow in both competition and complexity. Pacific Resources does not own or have a financial interest in any benefits administration technology platform. The company provides employers with independent assessment of all technology options.<br /><br />&ldquo;As more companies enter the HR/Benefits Administration Technology marketplace, finding the right vendor partners can be a confusing and frustrating experience for employers,&rdquo; said Paul Rogers, President and COO, Pacific Resources. &ldquo;Our survey data tells us that although employers still struggle to find the right technology partners, they are gaining more clarity on what they want from HR Technology Administration solutions and the vendors that deliver them.&rdquo;<br /><br />Key survey findings include:<br /><br />1. The top outcomes employers have found in their experience with BenAdmin platforms are &quot;best-in-class&quot; employee user experience (49%) and the ability to integrate benefits technology with HR functions (37%). <br />2. Cost is no longer the driving factor when selecting a BenAdmin platform. Only 23.9% of employers cited it as most important in 2017, down from 64.4% in 2016. <br />3. Replacing cost as driving factors in BenAdmin platform selection are administrative ease at 61.4%, up from 38% in 2016, and empowering employees to make informed benefits decisions at 51.5%, up from 24.4% in 2016. <br />4. 83.2% of employers indicated that communication, employee education, and engagement are integral to their overall health &amp; welfare benefits delivery strategy. In addition, most employers (88.8%) felt that guided decision support, cost calculators, and plan comparison tools were at least somewhat effective. <br />5. Outsourcing of employee eligibility and enrollment processes grew sharply in 2017, up 22 percentage points from 36% to 58% <br />6. Employers are confident in and rely upon technology to deliver benefits, but less than half (45.5%) say they are likely to remain with their current BenAdmin platform vendor, while 29.5% are unsure and 25% are likely to go out to bid to test the market. This may indicate a need for better technology and/or execution.<br /><br />&ldquo;This year&rsquo;s survey shows that employers want a more holistic approach to strategic benefits delivery. They want to integrate the right products, user-friendly technology, and clear communications so they can offer the right benefits to employees and their families,&rdquo; said Sean Clem, Vice President of Technology, Marketplace &amp; Engagement Solutions, Pacific Resources.<br /><br />The survey was conducted during June and July 2017. Respondents are senior human resource or benefits executives with decision-making authority from 91 organizations. The companies surveyed represent all industries. The average size of responding companies is 20,000+ employees, and total more than 2 million employees and retirees.<br /><br />To download the comprehensive Executive Summary, <a href="click here" target="_blank" rel="nofollow">click here</a>.<br /><br />About Pacific Resources <br />Pacific Resources, a part of the Brown &amp; Brown family of insurance brokerage and related services companies, is a leading independent employee benefits advisory firm that works with Fortune-ranked and other large companies. For four decades, Pacific Resources&rsquo; evidence-based insights have shaped innovative employee benefit solutions, helping companies get the most value from their benefit plans, and positively impacting the lives of millions of employees and their families. <a href="http://www.pacresbenefits.com" target="_blank" rel="nofollow">http://www.pacresbenefits.com</a>.
Tue, 12 Dec 2017 23:02:25 -0500https://www.hr.com/en/app/blog/2017/12/pacific-resources-benefits-administration-survey-s_jb4j58zm.htmlHarassment, Workplace Violence, Medical Marijuana and the ACA are Among the Most Challenging HR Issues of 2018, Says New XpertHR Surveyhttps://www.hr.com/en/app/blog/2017/12/harassment-workplace-violence-medical-marijuana-an_jb4ixf2z.html
Republican Administration and State and Municipal Measures Keep Employers On the Edge<br /><br />Harassment, workplace violence, cybersecurity, workforce planning, immigration, medical marijuana and the Affordable Care Act are among the most difficult HR challenges facing employers in 2018, according to a new XpertHR <a href="survey" target="_blank" rel="nofollow">survey</a> of over 1,000 human resource professionals. The survey found changes in the workplace, government, society, culture and legal landscape translate into considerable challenges and obstacles for employers.<br /><br />From entertainment to Fortune 500 companies to the media to the halls of Congress, it seems that sexual harassment has become an even greater risk for employers as the issue has boiled up and come to the forefront in recent months.<br /><br />&quot;An employer needs to be particularly vigilant regarding acts of harassment in the workplace because the employer may be liable and face Equal Employment Opportunity Commission (EEOC) charges, legal complaints, fines, and penalties on top of negative press and damage to its reputation,&quot; says Beth Zoller, JD, Legal Editor, XpertHR.<br /><br />Another issue keeping employers up at night is workplace violence. In this unfortunate age of mass shootings, bomb threats and terrorist attacks, workplace safety and preparing for an act of workplace violent is paramount. Active shooter situations and other violent events are devastating and unpredictable and can evolve and escalate very quickly. Unfortunately, the frequency of these incidents has increased in recent years, often occurring in a place of business. The XpertHR <a href="survey" target="_blank" rel="nofollow">survey</a> found that 45% of respondents identified preparing for, or responding to, an active shooter or workplace violence as very or extremely challenging.<br /><br />In the age of marijuana legalization, addressing and managing drug use and drug testing remains one of the most challenging issues for employers. Thirty-five percent of <a href="survey" target="_blank" rel="nofollow">survey</a> respondents feel very or extremely challenged by managing employees who use marijuana medically or recreationally and 32% found addressing the impact of substance abuse (such as heroin and opioid addictions) on the workplace to be very or extremely challenging.<br /><br />&quot;Just as with alcohol, it is lawful to prohibit an employee from bringing both lawful and unlawful drugs to work and use such substances on the job because of the risks drug use may have on the safety and productivity in the workplace,&quot; explains Zoller. &quot;Employers need to stay on top of federal, state and local developments as this is a rapidly evolving and changing issue.&quot;<br /><br />In today's increasingly digital world with so much information is stored on the cloud, data breaches carry high costs in terms of time, money and resources and may also tarnish an employer's public image and reputation. In fact, the XpertHR <a href="survey" target="_blank" rel="nofollow">survey</a> revealed that 64% of respondents viewed data security and the threat of a cyber breach as very or extremely challenging. Thus, employers must be particularly vigilant about safeguarding and protecting confidential information and protecting against cyber breaches.<br /><br />With an evolving workforce and changing societal demographics, workforce planning is another top challenge for employers. In today's increasingly global environment, 21st century employers need to respond to both external and internal factors that shape and impact the recruiting, hiring, and retention of workers. Employers must face critical issues such as the rise of gig economy, the increased use of technology and automation at work and to conduct work, and how to address the management of five generations in the workforce. In addition, the White House's hard-line stance and often-restrictive policies towards immigration and travel bans make it difficult to for employers to recruit a diverse workforce.<br /><br />The Trump administration has created a great deal of uncertainty, chaos and anxiety in the workplace. The Affordable Care Act (ACA) and the uncertain future of health care continues to plague many employers as 46% of <a href="survey" target="_blank" rel="nofollow">survey</a> respondents viewed the ACA as very or extremely challenging and 40% of respondents viewed ACA reporting as very or extremely challenging.<br /><br />Given the gridlock and inaction on the federal level, states and local governments in cities and in counties have taken the lead and actively sought to address workplace issues by enacting laws and regulations affecting employers and employees. State and local governments are taking steps to address emerging issues such as leave, especially paid sick leave and family leave, pay equity (including salary history bans), and reasonable accommodations for pregnant and breastfeeding women.<br /><br />&quot;On the other hand, the appointment of Neil Gorsuch to the Supreme Court is sure to have an impact on labor and employment law cases and ensure a conservative majority in favor of employers and management-side issues,&quot; says Beth Zoller, Legal Editor, XpertHR. &quot;The roll back of agency authority and more restrictive policies of the National Labor Relations Board (NLRB) and the EEOC will potentially have a positive impact on employers who may be subject to less regulations.&quot;<br /><br />To download a copy of the full survey whitepaper, visit <a href="XpertHR" target="_blank" rel="nofollow">XpertHR</a>.<br /><strong><br />About XpertHR</strong><br /><br />XpertHR helps build successful workforces by providing practical tools, expert resources and agile HR solutions from the federal, state and municipal level to help businesses stay a step ahead.<br /><br /><br /><strong>Media Contact:</strong><br />Beth Brody<br /><a href="bbrody@hrmarketer.com" target="_blank" rel="nofollow">bbrody@hrmarketer.com<br /></a>908-295-0600
Tue, 12 Dec 2017 22:56:20 -0500https://www.hr.com/en/app/blog/2017/12/harassment-workplace-violence-medical-marijuana-an_jb4ixf2z.htmlCompensation and Benefit 2018 Trends Worth Watchinghttps://www.hr.com/en/app/blog/2017/12/compensation-and-benefit-2018-trends-worth-watchin_jb4ilkax.html
Compensation Resources Inc. discusses the compensation and benefit trends in 2018<br /><br />As we close out the year, the question arises what we can expect for 2018? Interestingly, the potential regulations that will likely change or go into effect, are coming from Washington, but not necessarily new regulations, but in many instances they are modifications of old rules, and many of these are &ldquo;hidden&rdquo; within the potential Tax Reform Regulations.<br /><br />Some of the important trends affecting Human Resources and Compensation and Benefits, are as follows:<br />1. &nbsp; &nbsp;Changes in the HR function: The HR function in larger companies continues to expand and has grown in importance, as its role encompasses more responsibilities, while the HR function in medium and smaller organizations has actually stayed pretty much the same or in some cases, has actually truncated. In larger organizations, HR has gotten a &ldquo;seat at the management table&rdquo;, and the recognition that it actually has control over the labor force, the largest expenditure within many companies. In smaller companies, the HR function is typically strapped for people and resources necessary to get the jobs done, and takes on a less defined role.<br /><br />2. &nbsp; &nbsp;Workplace Wellness Programs: Contrary to general belief, the benefit of wellness programs far outweighs the costs of those programs. In addition to the health aspects, they provide a strong sense of team unity among employees, and provide increased job satisfaction. Under the general heading of &ldquo;wellness&rdquo; are health and welfare programs, as well as those that provide retirement planning and other money management areas to assist employees to better understand and make appropriate decisions on financial issues.<br /><br />3. &nbsp; &nbsp;Student Loan Assistance &ndash; One of the most significant financial issues, that affects primarily the younger employees are student loans, which are currently valued at $1.3 Trillion. From the companies&rsquo; perspective, the fear is that the ex-students are repaying their debt with funds that should be put aside into 401(k) and 403(b) retirement accounts, thereby adding a huge and unwelcome level of anxiety to them, as well as their future retirement planning. Companies that adopt some form of relief, possibly tied to the employees&rsquo; length of service and performance, or company financials, may have a distinct advantage over their competitors.<br /><br />4. &nbsp; &nbsp;The Impact of Regulations on Compensation and Benefit Matters - There is considerable uncertainty with respect to executive compensation matters, tied to the recently released House and Senate tax reform bills. The House Bill threatens to eliminate deductions for performance-related compensation in public companies, place an excise tax on executive compensation in not-for-profits, and basically eliminate deferred compensation. On the other hand, a number of states and cities have recently enacted or are discussing potential increases to minimum wages; all of these issues could require significant restructuring of companies&rsquo; compensation programs. For benefits, the possible elimination or drastic modifications to the Affordable Care Act (ACA) or Obamacare will continue to shake up the health insurance marketplace. Our advice is the need to be aware of what&rsquo;s happening both nationally and locally, so you and your company are not caught by surprise.<br /><br />5. &nbsp; &nbsp;Inclusive Perquisites &ndash; The definition of perquisites used to be inexpensive, but well-received extra benefits that were generally reserved for upper management; however, the definition has changed as companies strive to recruit and retain lower level, quality talent. Expense is always a consideration; nevertheless, creative and low cost perks with high intrinsic value can be made available to all employees, since the cost can be fairly minimal compared with the value of a content workforce. Some of the most distinct perks include transportation allowances, parking passes, training and educational programs, massage therapy, team-building exercises, health clubs, discounted child care programs, as well as extra vacation or time off.<br /><br />6. &nbsp; &nbsp;Salary Increases &ndash; As most companies have noted, salary increases have been moving upward at a lethargic pace. Specifically, salaries increased by an average of 3.0% in 2016, while 2017 appears to be on target for a 3.1% average increase. WorldatWork projects this pace will continue to grow slightly to 3.2% for 2018. The question is why salary budgets are moving so sluggishly, even though unemployment is the lowest it&rsquo;s been in the last decade and there has been modest inflation. One major reason is that automation has finally caught up with many manufacturing companies which have been installing robotics to replace workers in repetitive jobs. Another reason is the huge influence of sophisticated software that cuts time and increases accuracy of many formerly labor intensive functions, such as check-in procedures at airports, complex mathematical underwriting calculations, and a host of similar service and office functions.<br /><br />After next year, in 2019, it will be interesting to look back and identify which of these predictions have actually occurred. We may see larger companies embracing many of these trends, while smaller organizations will continue to be squeezed by the market costs, resulting in keeping their benefits the same or passing more of the costs onto the employees.<br /><br />The predictions are based on CRI&rsquo;s view of its &ldquo;Crystal Ball&rdquo;, based on what is occurring among our clients. Some of the issues may not come to pass, while others could rise to the top of the list. We don&rsquo;t believe we have all the answers; however, we stay on top of what is happening, and will let our readers know when other topics and trends appear.<br /><br />About Compensation Resources, Inc. (CRI): CRI provides compensation and human resource consulting services to mid- and small-cap public companies, private, family-owned, and closely-held firms, as well as not-for-profit organizations. CRI specializes in executive compensation, sales compensation, pay-for-performance and incentive compensation, performance management programs, and expert witness services.<br /><br />Paul R. Dorf, APD &nbsp; &nbsp; <br />Chairman, Managing Director <br />Compensation Resources, Inc. <br />877-934-0505 &bull; Fax: 201-934-0737 <br /><a href="http://www.CompensationResources.com" target="_blank" rel="nofollow">http://www.CompensationResources.com</a>
Tue, 12 Dec 2017 22:47:07 -0500https://www.hr.com/en/app/blog/2017/12/compensation-and-benefit-2018-trends-worth-watchin_jb4ilkax.htmlPrideStaff Expands with New Staffing and Employment Agency in Washington, D.C. Eastern Suburbshttps://www.hr.com/en/app/blog/2017/12/pridestaff-expands-with-new-staffing-and-employmen_jb4ii1tn.html
PrideStaff, a <a href="national, franchised staffing organization" target="_blank" rel="nofollow">national, franchised staffing organization</a>, is pleased to announce the opening of a new staffing and employment agency in Washington, D.C. Eastern Suburbs. The new office will offer a full range of staffing and employment services in a variety of professional and light industrial disciplines.<br /><br />&quot;We are excited about spreading an empowering synergy while taking companies and candidates to their next level,&quot; said Carmen White, Co-Owner/Strategic-Partner of the <a href="D.C. Eastern Suburbs PrideStaff office" target="_blank" rel="nofollow">D.C. Eastern Suburbs PrideStaff office</a>.<br /><br />Co-Owner/Strategic-Partner Lennie Smith is eager to bring PrideStaff's proven sourcing and assessment methodologies to the suburban D.C. market. &quot;We are thrilled to expand the brand of PrideStaff through our unique way of capturing outstanding talent and humanizing an industry that can easily be underutilized,&quot; stated Smith.<br /><br />As a national staffing services organization, PrideStaff provides outstanding service and results by removing the guesswork from staffing. The D.C. Eastern Suburbs office uses this approach to recruit superior light industrial and professional candidates for employers in their market.<br /><br />The success of PrideStaff's approach is evident, as they consistently rank among the highest 1% of staffing firms in the industry. According to Inavero, a business intelligence firm specializing in the staffing industry, PrideStaff earned a client Net Promoter&reg; Score (NPS) as high as or higher than other well-known brands such as Southwest Airlines and Netflix. NPS is computed by subtracting a firm&rsquo;s detractors from its promoters.<br /><br />Net Promoter, Net Promoter System, Net Promoter Score, NPS and the NPS-related emoticons are registered trademarks of Bain &amp; Company, Inc., Fred Reichheld and Satmetrix Systems, Inc.<br /><br /><strong>About PrideStaff </strong><br />PrideStaff was founded in the 1970s as 100 percent company-owned units and began staffing franchising in 1995. They operate over 75 offices in North America to serve over 5,000 clients. With over 40 years in the staffing business, headquartered in Fresno, CA, PrideStaff offers the resources and expertise of a national firm with the spirit, dedication and personal service of smaller, entrepreneurial firms. PrideStaff is the only nationwide, commercial staffing firm in the U.S. and Canada with over $100 million in annual revenue to earn Inavero&rsquo;s prestigious Best of Staffing Diamond Award four years in a row highlighting exceptional client and talent service quality.<br /><br />For more information on our services or for staffing franchise information, visit <a href="http://www.pridestaff.com" target="_blank" rel="nofollow">http://www.pridestaff.com</a>.<br />
Tue, 12 Dec 2017 22:44:23 -0500https://www.hr.com/en/app/blog/2017/12/pridestaff-expands-with-new-staffing-and-employmen_jb4ii1tn.htmlUdemy for Business Unveils Team Plan, a New Learning Product Designed Specifically for SMBshttps://www.hr.com/en/app/blog/2017/12/udemy-for-business-unveils-team-plan-a-new-learnin_jb4i8mw6.html
Team Plan enables organizations of any size to invest in their employees&rsquo; skills development by providing quick, easy access to top-rated courses without the hassle of contracts<br /><br /><a href="Udemy" target="_blank" rel="nofollow">Udemy</a>, the global marketplace for learning and teaching online, today introduced <a href="Team Plan" target="_blank" rel="nofollow">Team Plan</a>, a new corporate learning product from <a href="Udemy for Business" target="_blank" rel="nofollow">Udemy for Business</a> designed specifically to help teams of 5-20 employees master new skills. With Team Plan, managers are able to easily purchase subscriptions to a curated selection of more than 2,000 top courses from the Udemy marketplace for their team and immediately gain access to learning content without a time-consuming contracting process.<br /><br />Udemy is unveiling Team Plan at a time when more workers are feeling pressure to keep up with changing job requirements. A recent <a href="Udemy survey" target="_blank" rel="nofollow">Udemy survey</a> revealed that nearly 80% of Americans agree there is a skills gap, and more than a third (35%) say it affects them personally. More than a quarter of U.S. employees also believe that employers should take responsibility for reskilling the workforce. Team Plan is an easy-to-use and affordable subscription-based solution that lets internal departments and small businesses offer employees on-demand access to quality learning content that they can use to gain new skills and apply what they learn immediately.<br /><br />High-caliber training material is often more accessible to larger organizations with big L&amp;D budgets. Udemy saw this gap in the market and wanted to ensure smaller organizations and teams could also build a culture of learning. Now, with the addition of Team Plan, companies and teams of all sizes can upskill employees and remain competitive. <br /><br />&ldquo;Our research draws a clear line between career development, employee engagement, and employee retention,&rdquo; said Darren Shimkus, VP &amp; General Manager of Udemy for Business. &ldquo;Team Plan is scaled to fit the unique needs of businesses that don&rsquo;t have the capacity to deploy massive learning and development initiatives but still see the value of L&amp;D. We&rsquo;re excited to support the learning needs of every team, manager, and employee&mdash;no matter how big or small.&rdquo;<br /><br />High-quality learning and development programs are especially important to millennials, who now make up more than half the workforce. Research shows millennials <a href="value skills development over an increase in pay" target="_blank" rel="nofollow">value skills development over an increase in pay</a>, but the training material they use needs to align with their preference for video-based content that they can consume anytime, anywhere. Team Plan leverages Udemy&rsquo;s fresh, engaging content that people around the world rely on for learning the most up-to-date skills, topics, and trends.<br /><br />Learn more about Team Plan by visiting Udemy for Business <a href="here" target="_blank" rel="nofollow">here</a>.<br /><br /><strong>About Udemy</strong><br />Udemy was founded in 2010 with the aim of improving lives through learning. Udemy is a global marketplace for learning and teaching online where more than 17 million students learn from an extensive library of 55,000 courses taught by expert instructors in over 60 different languages. Whether learning for professional development or personal enrichment, students can master new skills through self-paced, on-demand courses, while instructors have a way to share their knowledge with the world. For companies, Udemy for Business offers subscription access to a collection of business-relevant courses as well as a simple platform to host and distribute their own content in one central place. Udemy is privately owned and headquartered in San Francisco with offices in Ireland and Turkey.<br /><br />Media Contact:<br />Romina Varriale<br /><a href="romina.varriale@udemy.com" target="_blank" rel="nofollow">romina.varriale@udemy.com</a>
Tue, 12 Dec 2017 22:37:04 -0500https://www.hr.com/en/app/blog/2017/12/udemy-for-business-unveils-team-plan-a-new-learnin_jb4i8mw6.htmlOnShift Named to Weatherhead 100 List of Fastest Growing Companies in Northeast Ohio for the Third Consecutive Yearhttps://www.hr.com/en/app/blog/2017/12/onshift-named-to-weatherhead-100-list-of-fastest-g_jb4i2tif.html
Attributes Rapid Growth to Predictive Workforce Software for Senior Care Providers<br /><br />OnShift, a leader in <a href="human capital management software for post-acute care and senior living" target="_blank" rel="nofollow">human capital management software for post-acute care and senior living</a>, today announced that it ranked number 13 on Weatherhead 100&rsquo;s annual list of Northeast Ohio&rsquo;s fastest-growing companies.<br /><br />&ldquo;The OnShift team is excited to be once again included in the Weatherhead 100 list of fastest growing companies in Northeast Ohio,&rdquo; stated Mark Woodka, CEO, OnShift. &ldquo;This honor is a testament to our team&rsquo;s dedication to helping solve the significant workforce challenges that senior care providers face. We look forward to continuing to deliver best-in-class software and services to help our clients provide high quality care to our nation&rsquo;s aging population.&rdquo;<br /><br />Day-in and day-out, post-acute care and senior living providers deal with major operational, clinical and financial issues stemming from the industry&rsquo;s workforce shortages, high turnover rates and wage pressures. OnShift&rsquo;s SaaS and mobile workforce management solutions help providers to control costs and improve quality of care through consistent and efficient staffing and employee engagement.<br /><br /><strong>Additional Resources </strong><br /><a href="The complete 2017 list of Weatherhead 100 winners" target="_blank" rel="nofollow">The complete 2017 list of Weatherhead 100 winners</a><br /><strong><br />About the Weatherhead 100 Awards </strong><br /><a href="The Weatherhead 100 awards" target="_blank" rel="nofollow">The Weatherhead 100 awards</a> were established in 1988 and &ldquo;are the premier celebration of Northeast Ohio&rsquo;s spirit of entrepreneurship and the companies leading the way in Northeast Ohio. Each year, we recognize this elite group of companies who are the best example of leadership, growth and success in our region. Companies that make the list are recognized for their percent of revenue growth over the past five years.&rdquo;<br /><br />To qualify for Weatherhead 100, companies must have a 12-month period of net sales from 2012 - 2016, with 2012 net sales of at least $100,000. They must be for-profit companies headquartered in Northeast Ohio and cannot be a franchise or subsidiary of another company from 2012 - 2016.<br /><br /><strong>About OnShift, Inc.</strong> <br />OnShift delivers cloud-based human capital management software and proactive services to solve everyday workforce challenges in healthcare. Our suite of products for hiring, scheduling and employee engagement drives quality care, lower costs and higher performance by empowering providers to staff consistently and efficiently. Intuitive design, predictive analytics and customer success management are why thousands of post-acute care and senior living organizations rely on OnShift. For more information visit <a href="https://www.onshift.com" target="_blank" rel="nofollow">https://www.onshift.com</a>.<br /><br /><strong>Contact </strong><br />Marti Bowman <br />Chief Marketing Officer <br />OnShift, Inc. <br /><a href="marti@onshift.com" target="_blank" rel="nofollow">marti@onshift.com</a> <br /><a href="216.920.5038" target="_blank" rel="nofollow">216.920.5038</a>
Tue, 12 Dec 2017 22:32:32 -0500https://www.hr.com/en/app/blog/2017/12/onshift-named-to-weatherhead-100-list-of-fastest-g_jb4i2tif.html5 Ways To Getting Digital Transformation Right For Your Businesshttps://www.hr.com/en/app/blog/2017/12/5-ways-to-getting-digital-transformation-right-for_jb3ylicv.html
A successful digital transformation, <a href="https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/how-to-make-sure-your-digital-transformation-succeeds" target="_blank" rel="nofollow">according to J&uuml;rgen Meffert</a>, co-author of &ldquo;Digital @ Scale: The Playbook You Need To Transform Your Company&rdquo;, constitutes an ambitious undertaking that requires urgency, clarity, and planning. For it to work, your <a href="http://www.pnmsoft.com/resources/bpm-tutorial/digital-transformation/" target="_blank" rel="nofollow">digital business needs</a> a committed top-down leadership, careful planning, and discipline. The following are five initiatives that could start you off.
<br />
<br /><strong>CEO Lead Role</strong>
<br />Digital transformation must start from the top. Structures will have to change. The CEO is the only one who has the authority that can make this happen seamlessly across the enterprise. He must embrace it, making it a priority. He must communicate throughout the enterprise precisely what requires to be done. He must put in place structures that empower employees to drive this transformation.
<br />The CEO will have to sideline those people who stand in the way of this transformation. He must make it clear that there is no turning back. He must also act with speed because digitization is here to stay.
<br />
<br /><strong>Promotion of Leadership</strong>
<br />With the CEO taking a leading role, he needs to empower his CIO to take ownership of the process.
<br /><a href="http://www.computerworld.com/article/3007990/it-management/forecast-2016-5-fast-track-trends-to-tackle-now-and-one-to-ignore.html" target="_blank" rel="nofollow">Computer World 2016 forecast </a>According to a <a href="http://www.computerworld.com/article/3007990/it-management/forecast-2016-5-fast-track-trends-to-tackle-now-and-one-to-ignore.html" target="_blank" rel="nofollow">survey</a> 13% executives pinpointed marketing technology as their new area of expenditure. Further, 16% expressed a belief that customer experience and satisfaction improvement was their major objective. This ranked fourth on a spending priorities list, rising from the bottom a year earlier.
<br />The implication here is that customer experience lies at the core of digital transformation. The IT department and the CIO plays a critical role in how digital a company is and how this affects customers.
<br />The CIO must integrate metrics and operational processes to enable an overall strategic view of customers in a more holistic manner.
<br />
<br /><strong>Bid Data Management</strong>
<br />By 2029, for every person on earth, about <a href="http://www.thegeniusworks.com/2016/09/business-case-big-data/" target="_blank" rel="nofollow">1.7 megabytes of new information will be created every second</a>. With so much customer data being collected, it becomes even more important that IT departments manage data in a way that ensures marketing teams can utilize information profitably.
<br />Digital transformed systems and bid data need to work together innovatively to reach customers. Leaders within the cutthroat digital realm will be those that identify what precise data they have to collect and what to do with it. Methodically integrating digital systems and IT will ensure your business makes the most profits from the data it collects, and gain a critical competitive advantage.
<br />
<br /><strong>Forging of Internal Collaborations</strong>
<br />Tensions between CMOs and CIOs are bound to rise. This is because their roles are traditionally different. A Deloitte analysis has it that 43% of CMOs are under the impression IT departments are not aligned with digital marketing speed.
<br />Conversely, almost half of CIOs perceive marketing to be making promises to the enterprise prior to obtaining agreements or buy-ins. These differing perspectives create digital transformation obstacles.
<br />To rectify this, the evolved CMO must remain abreast of emerging technologies and become analytics competent. Conversely, the CIO must move away from an internally focused operation led vision to one where building visibility creates an impact on strategic business growth.
<br />
<br /><strong>Fix Gaps in Skill Sets</strong>
<br />A global shortage of professionals within the digital skillsets is widespread with CEOs and CHRO reporting their enterprises are not developing appropriate skillsets fast enough. A key to fixing these gaps involves investing in development and learning programs.
<br />Such programs ensure continuous added-value and certifications that suit the staff needs of your enterprise. They ensure your staff has appropriate skills within the customer service, marketing, and IT departments, driving your digitally transformed enterprise.
<br />
<br /><strong>In a Nutshell</strong>
<br />Digital transformation will allow your business to remain competitive in this era of disruption. This is the time for collaboration, interaction, and engagement. As such, your business needs to focus on digital transformation through restructuring its business components using digital technologies. That way, your business will streamline its processes, giving it a critical competitive edge.
Tue, 12 Dec 2017 13:27:12 -0500https://www.hr.com/en/app/blog/2017/12/5-ways-to-getting-digital-transformation-right-for_jb3ylicv.htmlHow Effective Employee Teamwork Can Boost Businesseshttps://www.hr.com/en/app/blog/2017/12/how-effective-employee-teamwork-can-boost-business_jb3xhnx3.html
Teamwork is pretty simple; as a concept, it involves the coming together of different people and different group across a business, working together to achieve a stated goal and maximize their efficiency.
<br />
<br />Some teams are created to revolve around a product to be developed, or a service to be rendered, while others are process-centric; essentially, they come together to carry out a process (could be research, manufacturing, etc.)
<br />
<br />So help companies see their need better, we&rsquo;ll be highlighting a few reasons why effective teamwork is essential:
<br />
<br /><strong>Improved Morale</strong>
<br />
<br /><a href="https://fluxes.com/blog/effective-teamwork/" target="_blank" rel="nofollow">Effective teamwork</a> gives employees the opportunity to take greater responsibilities and to have a stake in the decision making process. Members re also allowed&nbsp; to control more of their work processes and in the long term, this will lead to greater worker morale as it gives employees more power, control and authority over the projects that they are working on. The extra responsibility can also lead to a more productive work environment and lower turnover.
<br />
<br />Working on a team also improves morale by giving team members a sense of belonging and recognition. They take pride in their work, they feel secure, and they&rsquo;re ready to give their absolute all to the company.
<br />
<br /><strong>Greater Flexibility</strong>
<br />
<br />Effective teamwork can also grant companies an extra layer of <a href="https://www.gov.uk/flexible-working" target="_blank" rel="nofollow">work flexibility</a>. By switching employees from different parts of the company and fusing them into a team, it creates an avenue for easily ironing out problems of bottlenecks.
<br />
<br />Take car manufacturers for instance, who usually apply this method when designing their products.
<br />
<br />As opposed to the conventional operational technique of making a newly designed car go through a separate stage, most car manufacturers opt for a new method; they can easily organize a strategic team that comprises a member of every team that would have otherwise worked on each car separately. This team will be in charge of designing a car and they&rsquo;ll bring their expertise together. When the team encounters a problem in a certain area, the whole team work on it and as such, the process can be completed much faster.Increased InnovationSome companies have been known to create a work environment that fosters creativity and ingenuity through teamwork. For companies like these, the entire operating structure is usually based around teamwork and collaboration.
<br />
<br />Basically, how these companies work is that people are hired easily into work areas and later, they are given the opportunity to work on certain projects that prove to be the best matches for their particular skills and expertise. Leaders of these teams are appointed, but that doesn&rsquo;t necessarily mean there is any chain of command or operational hierarchy. Employees are also given the freedom to start new teams as they get more and more new ideas. A corporate structure like this is called a flat-lattice <a href="https://www.investopedia.com/articles/basics/03/022803.asp" target="_blank" rel="nofollow">corporate structure</a>, and companies that desire to push out products and render services out of the well of innovation have been known to adopt such an operating structure.
<br />&nbsp;
<br />&nbsp;
Tue, 12 Dec 2017 12:56:13 -0500https://www.hr.com/en/app/blog/2017/12/how-effective-employee-teamwork-can-boost-business_jb3xhnx3.htmlThe Benefits of Effective Communication in the Workplacehttps://www.hr.com/en/app/blog/2017/12/the-benefits-of-effective-communication-in-the-wor_jb3x9sxw.html
Effective communication skills, both verbal and non-verbal, are extremely important in the workplace. A lot of companies spend mountains of cash in an effort to help their employees communicate better and more effectively and the truth is that investments like these actually pay off a great deal.
<br />
<br />Effective communication is a skill that goes beyond just speaking to each other and developing simple conversations; it encompasses reading body language, facial cues, writing plainly, and communicating well through media and other materials as well.
<br />
<br />A perfect understanding of the benefits that stem from effective communication will go a long way in helping a company to place their focus on developing a workforce that has a good rapport and relationship with both the management and their customers, as well as various vendors, contractors, and other business associates.
<br />
<br />That being said, take a quick look at some of the benefits that stem from effective workplace communication:
<br />
<br /><strong>Helps with a Diverse Workforce</strong>
<br />
<br />Effective <a href="https://fluxes.com/blog/effective-communication-in-the-workplace" target="_blank" rel="nofollow">workplace communication</a> is extremely important for companies that possess a diverse workforce. A diverse workforce comes with a wide array of barriers due to cultural, religious language, and social differences and one of the easiest was to break down such barriers is through effective communication. Companies that spend money on communication training for both domestic and foreign workers can attest to this fact. It helps companies to avid cultural confusion and any form of miscommunication and as such, it causes an increase in productivity, a decrease in certain unforced errors, and a general smoothness in the way operations are run.
<br />
<br /><strong>Fosters Team Building</strong>
<br />
<br />One of the only ways through which employers and employees can form <a href="https://hbr.org/2012/04/the-new-science-of-building-great-teams" target="_blank" rel="nofollow">highly efficient teams</a> is through effective communication in the workplace. Employees are able to have a level of trust for each other as well as the management. It also reduces unnecessary competition, strife, and division between departments and various arms of the company and it helps employees to collaborate more harmoniously. When a team works seamlessly together, the result is usually responsibility, intertie, and a high rate of productivity. Employees are well aware of their roles on various teams and they know that they are valued. Managers are able to put employees in check and correct the without creating tension and a hostile work environment and when a manager is able to effectively communicate openly with those under his control, a positive relationship will be fostered and that benefits the company as a whole.
<br />
<br /><strong>Increases Employee Security and Morale</strong>
<br />
<br />Effective workplace communication can also help increase employee morale. A lot of managers fail to understand that the pay is not the only concern for employees (although it definitely IS a concern). Employees appreciate <a href="https://www.health.ny.gov/prevention/prevention_agenda/healthy_environment/" target="_blank" rel="nofollow">healthy environment</a> in which they are able to communicate well with their employers and when employees are satisfied with their jobs, they develop a positive attitude that enables them to perform their jobs even better.
<br />
<br />A lack of communication can easily lead to frustration and a sense of confusion on the part of the workers, and work productivity will fall drastically as a ripple effect.
<br />&nbsp;
<br />&nbsp;
Tue, 12 Dec 2017 12:50:06 -0500https://www.hr.com/en/app/blog/2017/12/the-benefits-of-effective-communication-in-the-wor_jb3x9sxw.html